Is Market 3.0 going to lead us to a universal base income?

15

October

2018

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When the marketplace got introduced in our society, cities thrived because not everybody was obliged to work on land to provide food for themselves. This development has been marked as the start of our civilization. Many years later a new revolution occurred: the industrial revolution. Here manual labour was transformed into machine labour, which further increases labour production. Then the arrival of the internet made way for the market 2.0. Firms are now able to do business via the internet and therefore the information asymmetry decreased and product transparency increased both creating more value for society. A downside related to the characteristics of the internet is the winner-takes-all economies it creates. These new economies result in a distribution of wealth which is far more unfair than the industrial revolution already did. Moreover, the effect of further expanding the income inequality around the world is only fuelled by these winner-takes-al economies. To demonstrate how far the distribution of wealth already has been misplaced: the 1% richest people in the world, own over 50% of its wealth (The Guardian, 2017). Since now people who debate a universal base income haven’t been taken seriously, but now Elon Musk has jumped in the discussion by saying it is inevitable for us to embrace a universal base income, it is been taken more serious (Business Insider, 2017).
Another development that might pave the way for a universal base income would be the Market 3.0. In a market based on the Market 3.0 model, almost every economic decision would be made by AI machines. Were in the industrial revolution the need for physical labour almost completely disappeared, the Market 3.0 will do the same to mental labour. Moreover, the Market 3.0 facilitates a winner-takes-all economy further leading to an unmanageable distribution of wealth. This all would continue until the point where people aren’t able to consume any product no more. The only option for both producers and consumers would then be, universal base income.

Reference:
Chris Weller, C. (2017, February 13). Elon Musk doubles down on universal basic income: ‘It’s going to be necessary’. Retrieved October 15, 2018, from https://www.businessinsider.nl/elon-musk-universal-basic-income-2017-2/?international=true

Rupert Neate, R. N. (2017, November 27). Richest 1% own half the world’s wealth, study finds. Retrieved October 15, 2018, from https://www.theguardian.com/inequality/2017/nov/14/worlds-richest-wealth-credit-suisse

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How Picnic is challenging the Dutch Groceries landscape

17

September

2018

5/5 (2)

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Picnic is a Dutch online retailer which started its operations in 2015. Picnic is unique in the Dutch retail market since it doesn’t own any physical stores. Picnic operates on your smartphone via its app, it is known for delivering its products to consumers via a small electronic trolley. Thanks to its data-driven business model Picnic is able to deliver its products fast, at a low price and moreover; free of delivery costs (Staalduine, 2016)

 

In 2017 Picnic tripled their revenue to €100 million, and for 2018 they expect to earn €300 million and so tripling their revenue for the second time in a row (Distrifood, 2018). This enormous expansion doesn’t go by unnoticed by their competitors. The Dutch retail market is dominated by Picnic’s two main competitors: Albert Heijn and Jumbo, together they account for 52% of the market (Vermijs, 2017). Both competitors launched a groceries home delivery service of their own, utilizing all their scale advantages to battle Picnic’s rise. For now, they seem to succeed, Jumbo has an online revenue of €140 million and Albert Heijn €400 million (this includes the online revenue of their sister companies Etos and Gall & Gall).

Looking at Europe’s leader and pioneer in home-delivered groceries the United Kingdom, the future looks bright for Picnic. In the UK 5% of the total groceries purchases are home delivered, in the Netherlands this is still only 1,6% so there is still a lot of room to grow (Staalduine, 2016). And growing is exactly what Picnic will keep on doing, at the moment it’s growing even faster than its supply chain can keep up with, in Utrecht for example they have a waiting list of over 1.500 people. Moreover, Picnic is all about thinking big, they recently announced their first international expansion towards Germany, starting operations in the Ruhr valley coming year. Picnic has proven to offer a unique value for its customers, and therefore I believe we will be seeing a lot more of it in the coming years

References:

Garstenveld P. (2017, 21 september). AH Online naar €400 miljoen omzet. Geraadpleegd op 17 september 2018, van https://privacy.vakmedianet.nl/distrifood/?ref=https://www.distrifood.nl/branche-bedrijf/nieuws/2017/09/ah-en-jumbo-in-top-20-twinkle-100-2-101112000

Garstenveld, P. (2018, 4 januari). Muller: ‘Picnic in 2018 naar €300 miljoen’. Geraadpleegd op 17 september 2018, van https://www.distrifood.nl/formules/nieuws/2018/01/muller-picnic-2018-naar-e300-miljoen-101114824?vakmedianet-approve-cookies=1

RetailNews. (2012, 24 januari). ‘Forse veranderingen in retaillandschap’. Geraadpleegd op 17 september 2018, van https://retailtrends.nl/news/28537/forse-veranderingen-in-retaillandschap+

Staalduine, J. O. S. E. P. H. I. N. E. (2016, 30 augustus). Een hoog wagentje als handelsmerk. NRC. Geraadpleegd van https://www.nrc.nl/nieuws/2016/08/30/een-hoog-wagentje-als-handelsmerk-4060425-a1518656

Vermijs, R. (2018, 1 mei). Investigating Dutch grocery trends over the past decade. Geraadpleegd op 17 september 2018, van https://blog.picnic.nl/investigating-dutch-grocery-trends-over-the-past-decade-1d2c63dc3ab9?gi=5151d13590b0

 

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