Nghiên cứu các mô hình kinh tế chia sẻ và gợi ý cho các doanh nghiệp Việt Nam

Nội dung text: Nghiên cứu các mô hình kinh tế chia sẻ và gợi ý cho các doanh nghiệp Việt Nam

1. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 RESEARCH FOR SHARING ECONOMY BUSINESS MODELS AND SUGGESTIONS FOR VIETNAMESE COMPANIES NGHIÊN CỨU CÁC MÔ HÌNH KINH TẾ CHIA SẺ VÀ GỢI Ý CHO CÁC DOANH NGHIỆP VIỆT NAM MA. Vu Thi Thuy Hang Thuongmai University Email: vuthuyhang.tmdt@gmail.com Abstract The article introduces the concept of sharing economic and sharing economy business model through existing research. There are three sharing economy business models mentioned in this article: Marketplace business model, Access-based business model, and On-demand service provider business model. The author uses qualitative research methods, collects and analyzes secondary data through websites business, social networks, the internet, magazines, specialized articles, organizations, and associations. The article uses a small sample of 30 sharing economy business in 10 different industries, according to a certain percentage based on Index.co statistics. Research results show that the main business model of participating businesses is the Marketplace business model. The least business model is Access-based business models. On the international degree, Marketplace businesses model tend to be more internationalized than others. The majority of American businesses have a high international level. The percentage of international and Vietnamese companies in the study has a low level of internationalization of about one - third. None of Viet Nam's sharing economy companies have a high and medium level of internationalization. From the results of the study, the author proposes 6 suggestions for applying the sharing business model to Vietnamese companies. Keywords: Sharing economy, Business model, Sharing economy business model Tóm tắt Bài viết giới thiệu các khái niệm về kinh tế chia sẻ và các loại mô hình kinh doanh kinh tế chia sẻ thông qua các nghiên cứu hiện có. Có ba loại mô hình kinh doanh kinh tế chia sẻ được đề cập trong bài viết là Nhà tạo thị trường, Mô hình kinh doanh dựa trên truy cập và Nhà cung cấp dịch vụ theo yêu cầu. Tác giả sử dụng phương pháp nghiên cứu định tính, thu thập và phân tích dữ liệu thứ cấp thông qua website doanh nghiệp, mạng xã hội, internet, tạp chí, bài viết chuyên ngành, tổ chức và hiệp hội. Bài viết sử dụng mẫu nghiên cứu nhỏ, gồm 30 doanh nghiệp kinh doanh chia sẻ thuộc 10 ngành nghề kinh doanh khác nhau, theo một tỷ lệ nhất định dựa trên thống kê của Index.co. Kết quả nghiên cứu cho thấy, mô hình kinh doanh chia sẻ chủ đạo của các doanh nghiệp tham gia nghiên cứu là mô hình kinh doanh Nhà tạo thị trường. Mô hình kinh doanh ít phổ biến nhất là Mô hình kinh doanh dựa trên truy cập. Về mức độ quốc tế hóa, Nhà tạo thị trường có xu hướng quốc tế hóa cao hơn các loại hình khác. Phần lớn các doanh nghiệp của Mỹ có mức độ quốc tế cao. Tỷ lệ các công ty quốc tế và Việt Nam trong nghiên cứu có mức độ quốc tế hóa thấp chiếm khoảng một phần ba. Không có doanh nghiệp chia sẻ nào của Việt Nam có mức độ quốc tế hóa cao và trung bình. Từ những kết quả nghiên cứu, tác giả đưa ra 6 gợi ý áp dụng mô hình kinh doanh chia sẻ đối với các doanh nghiệp Việt Nam. Từ khóa: Kinh tế chia sẻ, Mô hình kinh doanh, Doanh nghiệp kinh doanh chia sẻ 1. Introduction Although the sharing economy has a risk factor that impacts the traditional economy, it contains ethical dangers but sharing economy brings about social benefits, reducing the level of carbon emissions. down. Heinrichs (2013) believes that the sharing economy can create new societies of sustainable development. In addition, some studies support the sharing economy by suggesting that the economy helps to better utilize resources, distribute goods and services more equitably (Martin et al., 2015). For businesses, in the past, they could only identify as a service provider or manufacturer. With this economy, the role of the business is expanded, sometimes becoming reliable advisors. This helps 48
2. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 organizations get closer to the target market, better understanding their customers and markets. For example, AirBnB was originally simply an intermediary providing logging services. Now, AirBnB has taken on the role of mentor, providing additional services to help customers choose the best and most valuable when looking for a home to rent. Products in the sharing economy mainly focus on exploiting the available resources in society. These resources may not be used or are underutilized. Through the platforms, entrepreneurs reallocate resources to those in need. Therefore, this product brings great benefits to investors and consumers. Therefore, no idle capacity or wasted resources. Resources are minimized and waste is minimized, and consumption is minimized, even in private. In the concept of the sharing economy, there is no concept of sharing economy business model. Therefore, it is necessary to define the sharing economy business model as it is meaningful in the present study. For that purpose, the sharing economy business model is provided and discusses by key elements, such as products/services, operating platforms, customer segments, infrastructure management, and finance through the business model framework theory of Osterwalder and Pigneur (2010). 2. Literature review of sharing economy business model 2.1. The concept of sharing economy The sharing economy is also known as peer-to-peer (P2P) activities that are given or shared access to goods and services through community-based online services (Hamari et al., 2015). Chandler (2016) proposes a number of alternative terms for sharing economic that are collaborative consumption (Botsman, 2013; Botsman & Rogers, 2010a; Botsman & Rogers, 2010b), access-based consumption (Bardhi & Amp; Eckhardt, 2012; Belk, 2014b), 'the mesh' (Gansky, 2010), connected consumption (Dubois et al., 2014; Schor, 2014, 2015; Schor & Fitzmaurice, 2015). To provide a full concept of sharing economy, it is important to discuss its characteristics. Thus, each author has different approaches to the concept of sharing economy. In Table 1, Aleksandra Kosintceva (2016) introduces the concepts of sharing economy gathered in many documents. Table 1. The concept of sharing economy Definition Reference Sharing economy is potentially an entirely new socio-economic system with sharing Matofska, 2014 and collaboration at its heart enabled through 10 building blocks. Sharing economy is a way for individuals to succeed by sharing privately owned Dyal-Chand, 2015 assets and by sharing information about a market demand for those assets. Sharing economy is a market which satisfies the following conditions: Olson and Kemp, 2015 1. Users are individuals, businesses or machines 2. There is an excess supply of an asset or skillset and sharing creates economic benefit for both the sharer and the user 3. The internet provides means for communication and coordination of the sharing Sharing economy is an economic model where people are creating and sharing goods, Miller, 2016 services, space, and money with each other. Sharing economy is the product of a new age where underutilized assets become P2P Cusumano, 2015 services for hire, enabled by the internet and smartphones. Sharing economy is an internet-mediated economic model based on sharing, Bostman, 2013 swapping, trading or renting products and services enabling access over ownership. Sharing economy facilitates community ownership, localized production, cooperation, Posen, 2015 small-scale enterprise and the regeneration of economic and natural abundance and encourages innovative forms of sharing underused facilities. The sharing economy is the growing ecosystem of providers and consumers of Santana and Parigi, temporary access to products and services. 2015 Sharing economy is the collaborative consumption made by the activities of sharing, Choi et al, 2014 exchanging, and rental of resources without owning the goods. Source: Aleksandra Kosintceva (2016) 49
3. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 2.2. Sharing economy business models One of the most common types of sharing economy is that of Rachel Botsman and Roo Rogers (Botsman & Rogers, 2011). These authors classify the sharing economy by the cooperative consumer system. Three types are product service systems (PSS), redistribution markets and collaborative lifestyles. The service system allows businesses to share or lease peers. The redistribution market allows previously owned goods to be redistributed elsewhere. Cooperative lifestyles allow people with similar interests to share and exchange tangible assets such as time, space, skills and money. According to this classification, Airbnb belongs to the collaborative lifestyles and Uber is PSS, Beepi is the redistribution markets. Another classification found in the Olson & Kemp (2015) documents is to divide the business into revenue models: Merchant Commission Fee, Guest Booking Fee, and Subscription. Merchant Commission Fee for the seller will charge a percentage depending on the size of the use, which can be fixed annually or monthly. Olson and Kemp realized that different services of the same company in the same industry could be of different business models. Cohen & Kietzmann (2014) divide the sharing economy model into profit and non-profit. This approach is very specific but not applicable in general. In this article, the author selects Demary's classification (2015). According to Demary, the sharing economy is divided into three business models as Marketplace, Access-based or On-demand service provider business models. This type of classification is often used to classify the sharing business. 2.2.1. Marketplace business model This is a business model based on the suitability of supply and demand to meet the role of the market. In that case, the sharing enterprise acts as an intermediary between the two parties: the superior or the surplus service (supplier) and the consumer of the surplus products and services and pay a premium certain (demand). Therefore, the business database is extremely important for the marketplace business model. This business charges the total transaction costs or charges a market participant. The main activities of these enterprises depend on business characteristics as well as relations with partners. The partner of this business group is the investor. The cost of operating the business is mainly the cost of software development and operating costs of the platform. Figure 1. Marketplace business model (Demary 2015) This model consists of three forms: Pure marketplace: is a business model where a sharing economy company only regulates exchange between the customers, but the main operations are carried out through the platform without external involvement required. Businesses can provide additional services to increase revenue. The main element of this model is the company channels. For example, Uber is a pure marketplace, as it mainly connects supply and demand (drivers and passengers) across their platforms. Service marketplace: is a business model that a sharing economy company provides additional services to one or both parties. The value of the business is that these services and the main source of the model are human resources. For example, Beepi (a sharing enterprise in the transportation) is a service marketplace model that provides services such as vehicle inspection, cleaning, pre-sale car sales. Funding Circle (a sharing company in the finance) has the additional cost of analyzing data to assess business investment opportunities. 50
4. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 Community marketplace: is a model that provides a platform for consumers to enjoy the many benefits of joining the community. The model is built around the customer community. Benefits from community engagement are often invisible, but they increase customer satisfaction in general. This business model enhances the importance of the customer. The perfect example of this model is Airbnb. The platform connects individuals to share accommodation, sightseeing advice, and free breakfast. 2.2.2. Access-based business model The access-based business model is built around access to certain goods and services through online platforms. In this model, the sharing economy businesses provide access to intangible or tangible resources. These resources can be created, leased or owned by the business itself or its partners. Some cases require customers to share resources and exchange other products and services. For example, Fon provides a free wifi for customers, in return customer provide wifi routers for Fon. In this case, the customer is not the supply and demand side as the marketplace business but one or more parties. Key elements of the platform are the main channels and partnerships. Figure 2. Access-based business model (Demary 2015) In the model, different businesses have different revenue streams and characteristics, so operating costs are different. The primary resource of the business is the service or object that is granted access. Therefore, partners are an important key with access-based businesses. For example, the Coursera model (an online education platform that provides free access to courses at world's leading universities) and VOV-Bacsi24 (free health care platform). These platforms are created by universities, hospitals with sharing businesses. This relationship is close cooperation. Without the expertise of a partner, sharing businesses cannot operate. Or as Fon mentioned above, only works through partnership but does not own any physical device to transmit the signal. There are also a number of exceptions, such as Rent the Runway, which provides access to high-end fashion designs, which are part of the access-based business model but have additional facilities such as warehouses and shop. The benefit of this model is that it connects customers from one area to another, builds a useful network and the opportunity to be professionally consulted, solve problems or simply inspire. For example, WeWork invests a lot of money and effort in connecting businesses and building communities around the business: from bringing interior space ideas to planning, implementing organizational campaigns for customers of the business. In some cases, it is difficult to distinguish between a marketplace or access-based business models. For example, AngelList is positioned as a business maker market for start-ups with investors. However, when considering the operating model, AngelList was grouped into the access-based business model because it was not simply a combination of supply and demand, as was the case with other financial-sharing companies. This company has access to start-up elements such as finance, recruiting, strategy and advising to get a clear client segment to attract investors. Therefore, consider which factor is the main factor of the enterprise: the supply and demand match is the main factor of the model or the access to the database and the new resource is the center of the platform. 2.2.3. On-demand service provider business model The model name represents the content of the model. The on-demand service provider business model focuses on a service that is conducted to a customer or group of customers through an online platform. The customer group of this model comes from two sides. This means that the on-demand 51
5. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 service provider has a specific consumer group of employees or outsourced staff. For example, Doctor On Demand provides online medical advice. An important aspect of this model is the main channel for providing information. For example, Grab, Didi Chuxing is a distribution channel for businesses like Munchery, Shyp through GrabExpress, or GrabTaxi, GrabBike. In this model, the level of personalization of customer relationships is higher because of frequent contact between the customer and the distributor. The main activity of the required service providers is recruitment and training. In essence, the business model of this platform is the upgrading technology of traditional enterprise. Grab example is a technology taxi. Grab the other Uber and Lyft, as the driver is still a cab driver. Grab changes the car reservation form from call-center to platform. Grab and Didi Chuxing is replicas of Uber but focus on local elements. The risk with this model is uncertainty about demand. For those businesses that do not provide enough demand, they must shut down and dissolve. To mitigate this risk, the enterprises need to reduce their dependence on external material resources. Figure 3. On-demand service provider business models (Demary 2015) 3. Research methods The paper uses a qualitative research methodology, collecting and analyzing secondary data through key research questions: 1. What is the model of sharing business? Where are they classified? 2. What factors in a shared enterprise dominate market expansion? 3. Comparison of domestic and international economic enterprises? * Company selection The issue of selecting companies is particularly important in this study because of the characteristics of different companies sharing. The sharing enterprises are considered international if the enterprise provides its services in a foreign market. The paper uses a small sample of 30 sharing economy business in different sectors, according to a certain percentage based on the statistics of Table 2. Secondary data is mainly collected from business websites, social networks, internet, magazines, specialized articles, organizations, and associations. By the second quarter of 2018, according to Index.co, the number of sharing enterprises in the world is 456 companies, with the distribution of 12 industries. Based on the rate of each industry, the author calculates the quotas by the representative sample of 30 companies. Details information are shown in the following table: Table 2. Distribution of sharing economy and Integer quota of each industry in the study Industry Number of companies Percentage Number quota Integer quota Transportation 118 25.88 7.76 8 Food 8 1.75 0.53 1 Reputation 2 0.44 0.13 0 Travel, Hotels 63 13.82 4.14 4 Finance 28 6.14 1.84 2 Peer-to-peer 68 14.91 4.47 4 Real Estate 30 6.58 1.97 2 Health 14 3.07 0.92 1 Education 23 5.04 1.51 2 52
6. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 Software, Security 56 12.28 3.68 4 Office space 7 1.54 0.46 0 Location Based Services 39 8.55 2.57 2 Total 456 100 30 30 Source: Index.co & Author When transferring quotas according to the number of interviews, some sectors represent a low representative representation, so they are not presented in the article. Therefore, the article only introduces 10 industries. Then, the author selects the largest firms (by the source of capital) of both international and domestic firms. The list of enterprises is shown in the table below: Table 3. Companies participating in the study Industry Quota Company Country Uber United States Grab Singapore Didi Chuxing China Lyft United States Transportation 8 Vato Vietnam Go-ixe Vietnam Vexere Vietnam Gonow Vietnam Food 1 Foody Vietnam MyIndianstay India Priceline United States Travel, Hotels 4 Trivago Germany Mytour Vietnam Funding circle United Kingdom Finance 2 Vaymuon Vietnam Airbnb United States Musjroom The Netherlands Peer-to-peer 4 LiquidEdia United States Westay Vietnam Spacer Australia Real Estate 2 Zita Vietnam Health 1 VOV-Bacsi24 Vietnam StudeerSnel The Netherlands Education 2 Sharecode Vietnam Olpays United Kingdom Swapdom United States Software, Security 4 DOZR Canada Chiasebanquyen Vietnam Location Based Upendu United States 2 Services Glympse United States Source: Author The study looked at the business model of 18 international and 12 domestic companies. 4. Research results The authors conduct research on Cost structure, Customer relationship, Channels, Key resources, Revenue streams, Key partnerships, Key activities, and Customer segments through business websites, social networks, internet, magazines, specialized articles, organizations, and associations. The results of the business model classification are shown in Table 4: 53
7. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 Table 4. The business model of sharing economy companies Industry Company Business model Uber Pure marketplace Grab On-demand service provider Didi Chuxing On-demand service provider Lyft Community marketplace Transportation Vato On-demand service provider Go-ixe On-demand service provider Vexere Pure Marketplace Gonow Pure Marketplace Food Foody Service Marketplace MyIndianstay Community marketplace Priceline Pure Marketplace Travel, Hotels Trivago Pure Marketplace Mytour Pure Marketplace Funding circle Service marketplace Finance Vaymuon Service marketplace AirBnb Community marketplace Musjroom Community marketplace Peer-to-peer LiquidEdia Access-based Westay Community marketplace Spacer Community marketplace Real Estate Zita Pure Marketplace Health VOV-Bacsi24 Access-based StudeerSnel Access-based Education Sharecode Community marketplace Olpays Service marketplace Swapdom Community marketplace Software, Security DOZR Community marketplace Chiasebanquyen Pure Marketplace Location Based Upendu On-demand service provider Services Glympse Access-based Source: Author The distribution of business models of participating businesses shows the dominant presence of the Marketplace business model (Figure 4). The least popular business models are Access-based (13.33 percent) and Service Marketplace (13.33 percent). The most popular business models are the Community Marketplace and the Pure Marketplace, which account for about one third of the models, 30 percent and 26.67 percent, respectively. 54
8. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 Figure 4. The distribution of business models types participating in the study Source: Author In answer to two question, “What factors in a shared enterprise dominate market expansion?” and “Comparison of domestic and international economic enterprises?”, the author uses three levels of internationalization in a sharing economy that is none/low, medium and high (Aleksandra Kosintceva, 2016). This classification is based on the very simple criteria of representative offices in the countries in which a business operates. Enterprises with none/low levels of internationalization have operating markets of one to four countries. Medium level is from five to nine countries. High level if ten or more countries. The number of markets in which the business is operating is estimated by secondary data sources. Specifically in the following table: Table 5. Internationalization of sharing economy companies Industry Company Number markets Internationalization degree Uber 71 high Grab 8 medium Didi Chuxing 1 none/low Lyft 1 none/low Transportation Vato 1 none/low Go-ixe 1 none/low Vexere 1 none/low Gonow 1 none/low Food Foody 1 none/low MyIndianstay 1 none/low Priceline 72 high Travel, Hotels Trivago 54 high Mytour 1 none/low Funding circle 5 medium Finance Vaymuon 1 none/low Airbnb 20 high Musjroom 2 none/low Peer-to-peer LiquidEdia 1 none/low Westay 1 none/low Real Estate Spacer 2 none/low 55
9. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 Zita 1 none/low Health VOV-Bacsi24 1 none/low StudeerSnel 9 medium Education Sharecode 1 none/low Olpays 2 none/low Swapdom 5 medium Software, Security DOZR 2 none/low Chiasebanquyen 1 none/low Location Based Upendu 1 none/low Services Glympse 12 high Source: Author Figure 5. Relationship business model and level of internationalization Source: Author Marketplace businesses tend to be more internationalized than others, while on-demand service providers tend to stay in the domestic market. Figure 6. The relationship between country and level of internationalization Source: Author 56
10. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 The distribution of business models at the international level is illustrated in Figure 6. It can be seen that the proportion of international and Vietnamese companies in the study with none/low internationalization levels is approximately one third, 30 percent, and 40 percent, respectively. At present, none of Vietnam's sharing enterprises have a high and medium level of internationalization. The proportion of international enterprises with a high degree of internationalization is 30 percent, mostly of US enterprises. 5. Contributions research, limitations research, and suggestions 5.1. Contributions and Limitations of the research * Contributions Throughout the study, 30 sharing economy companies from 10 industries were analyzed in detail. Based on this analysis, three types of business models have been identified: Marketplace, Access-based, On-demand service providers. The Marketplace business model is divided into three distinct categories: Pure Marketplace, Service Marketplace, and Community Marketplace. All participating companies were divided into three groups according to internationalization: none/low (0- 4 countries), medium (5-9 countries) and high (more than 10 countries). The degree of internationalization is determined by the number of national markets in which the enterprise was present at the time of the study. The contributions of research are both theoretical and practical. This research identifies gaps in the study of sharing economics and the relationship between the sharing economy and business model and the degree of internationalization. The article introduced the concept of economic sharing and business modeling through existing concepts. The study has contributed to the knowledge of sharing economics for economic companies and how they sharing economy companies. The general classification of sharing economic models, which is an excellent basis for further study of sharing economic enterprises with different characteristics. The practical implications of the study allow new sharing economy companies to refine their business models according to their classification and strategic objectives. Business models built can be used by traditional businesses through business model innovation, internationalization or the launch of new products/services. This means that the business model types described can be modeled for other businesses. * Limitations: There are some limitations to the study. First, the study only stopped with a sample of 30 enterprises. With a larger group of companies can provide more representative results. Companies that are selected according to industry quota, have proved very useful, as it has shown many business models. It seems that under an industry, companies tend to have very similar business models, either copying the first or adapting to industry standards. However, a larger group of companies and larger industries will produce more interesting results from the business models. Therefore, further study of business models on a larger group of sharing economic firms is needed to control the sustainability of the proposed types of business models and the internationalization. Another problem is that the information collected from the company's website may contain a number of deviations. The fact is that sharing economic companies do not publicize their activity. 5.2. Suggestions for Vietnamese companies From the research results, the article gives some suggestions to apply to Vietnamese enterprises: The first, traditional companies or new sharing economy companies may choose one of the most appropriate business models from the classification in the theoretical category. This option is carried out according to the strategic objectives and internal characteristics of the business. In addition, those who want to start a sharing economic business, need to prepare for the supply, train human 57
11. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 resources and build trust to build the brand. It is necessary to focus on developing internet network, upgrading the security of online payment, creating a good platform for the development and success of sharing economy business. In addition, all of the sharing economy companies are based on online platforms, which is the main sales channel and source of revenue. These platforms are based both on the computer and mobile device with the latest technology and the availability of shared services or products. The opportunities of online business platforms are unlimited, but they can hardly be transmitted to all of the existing industries. Because all of the sharing economy companies do not offer a conceptually new product or business, they take advantage of market failures and online technology to make money. The disadvantages in the traditional market are important factors in sharing economy. For example, Grab has been trading on the lack of taxi control in Southeast Asia. The service was not fulfilling its basic requirements: taxi drivers drove slow and sometimes never arrived, pricing policy was unclear, poor service attitude and safety of passengers was often endangered. Therefore, Vietnamese enterprises that want to start a successful business model must make a difference in their business models and services method in order to meet the highest demands of many customers. It's the same formula for businesses that operate in a sharing economy. The bottom line is that all the activity will revolve around technology and specifically smartphones. The second, Marketplace businesses tend to be more internationalized than others. This is a suggestion for marketplace businesses which want to reach the international market should expand the scope and scope of activities, community activities. If the business model is just an On-demand service provider, the high trend is to operate only in the domestic market. In order to internationalize successfully, many of the sharing economy companies are stressing on the community element of the business or have a socially beneficial idea on the basis of their business model. They build communities to enhance the trust in the value chain. If they do not stress on the network and community building, they are highlighting another socially beneficial element of their business, such as sustainability, responsibility, “greenness” or else, because it is what is expected of business today. Most of the business models in the sharing economy business are easily copied. However, pioneering in a foreign market certainly brings outstanding results for Vietnamese enterprises. The third, Access-based businesses should choose the "low supply, high demand" to find the appropriate customers. It is a group of customers who are adaptable to the new, who may be willing to ignore them if they encounter some minor problems or obstacles in exchange for a certain benefit. However, the country or the business wants to enter a revolution, they need a foundation of science, technology, and national tradition. The new must ensure social development and safety. Therefore, the sharing economy enterprise in Vietnam should be careful when making a decision, a new policy. But, the decision is decided, they need to deploy very fast, very fierce and towards the good sustainable. In order to orient the masses and build a spirit of unity, individuals in the business must always think of customers, aware of their obligations to the development of the business. The fourth, expand the customer by the new appropriate marketing. When there are the customers, start-up business needs to expand their customer base through a variety of marketing methods. For example, expanding the market through other countries by setting up representative offices through office leasing services to attract more customers from different countries. The businesses provide discount coupons, lucky draw programs for customers who have used the product or service of the business as a gratitude to customers to stimulate purchase behavior. However, the duration of coupon use should be limited to a short time in low season because if the duration of use coupon period is extended, it can not prompt customers to buy immediately. The fifth proposal is the need to balance the gap between scale-up and service quality. There is a "trap" that is when the scale increases, they neglect quality. In fact, these are two very difficult issues in business. If sharing economy business neglect quality of service, the scale will also decrease. The platform of the two-sided connects the owner with the users. To provide a service in this method, the platform must be found two users on both supply and demand. The two-sided platform must have a 58
12. Kỷ yếu Hội thảo quốc tế “Thương mại và phân phối” lần 1 năm 2018 customer and service provider. In case, the small enterprise is not enough both resources, they should be priority one in two elements. Some advice for Vietnamese businesses is a focus on finding service providers. When the platform already has many best partners, customers will experience high-quality services and then they will oval that platform. Finally, in order to succeed in international or local markets, it is necessary to work with local partners. For example, hiring of indigenous people to operate the business locally. International sharing businesses have difficulties in doing business in Vietnam such as legal issues, taxation with cross-border services, local customer psychology, market business models. Some foreign sharing businesses joint ventures claim that they are exempt under the Double Taxation Avoidance Agreements, taxes paid by Vietnamese contractors, so they do not pay taxes. Therefore, some enterprises do not have a permanent establishment in Vietnam. This is also an opportunity for domestic business enterprises and enterprises to cooperate with foreign businesses. The cooperation helps the sharing economy business to assert an international business position in all markets. 6. Conclusion The sharing economy raises the importance of trust, even among rivals. When the economy is formed on trust, the model participant or stakeholder will also strengthen the relationship. In addition, based on the information technology systems, the business can provide products and services without spending a lot of money. With the appropriate sharing economy business model, through the establishment of a technology platform, enterprises can connect demand and supply of the market. From the theoretical foundations, the article proposes sharing economy business models and initially applies the evaluation of these models to the level of internationalization and the system of products and services. The results show that the sharing economy model has initially brought about positive changes in the enterprise. However, in order to expand the market and improve business efficiency, companies need to attach importance to the implementation in a more positive and professional. REFERENCES 1. Aleksandra K. (2016), Business models of sharing economy companies, Norwegian School of Economics, 9- 14, 38-40. 2. Botsman, R. and Rogers, R. (2011), What’s Mine is Yours. The Rise of Collaborative Consumption. (1st ed.), New York, NY: HarperCollins Publishers. 3. Botsman, R. (2013), The Sharing Economy Lacks a Shared Definition, [Web log post] 4. Choi, H.R., Cho, M.J., Lee, K., Hong, S. G., Woo, C.R. (2014), The Business Model for the Sharing Economy between SMEs, WSEAS Transactions on Business and Economics, 11, 625-634. 5. Cohen, B. & Kietzman, J. (2014), Ride On! Mobility Business Models for the Sharing Economy, Organization & Environment, 27(3), 279-296. 6. Cusumano, M. A. (2015), How Traditional Firms Must Compete in the Sharing Economy, Communication of the ACM, 58(1), 32-34. 7. Demary, V., (2015), Competition in the Sharing Economy. IW policy paper, 19. [Accessed August 29, 2017]. 8. Dyal-Chand, R. (2015), Regulating Sharing: The Sharing Economy as an Alternative Capitalist System, Tulane Law Review, 90(2), 241-309. 9. Heinrichs, H. (2013), Sharing Economy: A Potential New Pathway to Sustainability, Ecological Perspectives for Science & Society, 22(4), 228. 10. Index Co (2018), Sharing Economy Companies 11. Martin, C. J., Upham P., Budd L. (2015), Commercial orientation in grassroots social innovation: Insights from the sharing economy, Ecological Economics, 118, 240-251. 59
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