Abstract

This research looks at the current situation of the emerging food sharing startup
ventures with the use of the available reports and data. At first, the general
definition of the global sharing economy and the UK market situation is analyzed in
order to have a broad understating of the current situation of the market. Moreover,
2013 report The State of the Sharing Economy is evaluated in order to assess the
customer behavior of the UK consumers. The UK is a promising market for sharing
ventures as the number of startups are increasing dramatically. The people
surveyed in the UK market has a growing interest in the food sharing activities
whilst the economic recession period was forcing people to be more prudent about
their kitchen expenses. Another aspect of the sharing economy is the regulations
and the trust of the customers to the services. The new insurance policy of
incumbent firms of sharing economy such as Uber and Airbnb leads the increase of
the customer confidence about services. The UK regulations and hygiene rules
released by Food Standards Agency are legally binding any business which relies on
homemade foods. Finally, the potential competition against the conventional
restaurants and the available meal sharing services are assessed in order to realize
the level of barriers to enter the market. The UK restaurant market forecast for next
four years demonstrates the steady growth in the market which offers opportunities
for new meal sharing ventures to grow their businesses. Most of the available
services havent been able to reach high number of customers all around the world
and the market seems to be infant comparing with lodging and ride sharing
practices.

Contents
Abstract...................................................................................................................... 1
EMERGING SHARING ACONOMY AND THE STATE OF MEAL SHARING VENTURES........3
Defining Sharing Economy and the UK Market...........................................................3
Consumer behavior.................................................................................................... 5
The State of the Sharing Economy and Food Sharing in the UK...........................5
Taste Trends......................................................................................................... 7
Customer Satisfaction.......................................................................................... 8
Regulations and Legal Issues...................................................................................... 8
Food regulations in the UK...................................................................................... 9
UK Food Industry...................................................................................................... 10
Restaurant and Dining Services Market.................................................................10
Current Ventures and Competitors...........................................................................12
Eatwith.................................................................................................................. 12
Cookening............................................................................................................. 13
Mealsharing........................................................................................................... 14
Bonappetour.......................................................................................................... 14
Current Business Climate of Meal Sharing................................................................15
Business Canvas of Current Ventures....................................................................15
SWOT Analysis of Current Ventures.......................................................................17
Strengths............................................................................................................ 17
Weaknesses....................................................................................................... 18
Opportunities..................................................................................................... 18
Threats............................................................................................................... 18
Porters Five Forces Framework for Meal Sharing..................................................19
Threat of new entrants....................................................................................... 19
Bargaining power of suppliers............................................................................19
Rivalry among existing competitors...................................................................20
Threat of substitute products and services........................................................20

EMERGING SHARING ACONOMY AND THE STATE OF MEAL

SHARING VENTURES

New verticals [in the sharing economy] such as food and fashion are emerging to
sit alongside accommodation, transport, finance and skills.
Debbie Wosskow, CEO of Love Home Swap, Chair of the UK Governments
independent review of the sharing economy

Defining Sharing Economy and the UK Market

Recently, Internet and mobile technologies have jointly disrupted major businesses
by new innovative business models. New evolving type of disruption has been
arising with innovative collaborative consumption models with in sharing economy.
The sharing economy basically utilizes the spare goods, resources or skills via online
applications and websites, in order to match supply with demand by keeping the
transaction costs as low as possible. A new way of consuming emerges by the
transformation of consumption behaviors from ownership to access.
The global Sharing Economy is already estimated to be worth over $533 billion
(330 billion) p.a. In the UK it is valued at 22.4 billion, which is 1.3% of GDP and
predicted to rise to 15% within 5 years. 1 Economists and academics have predicted
that this new sector will have the biggest impact on society since the Industrial
Revolution (thepeoplewhoshare 2013).

Figure 1: Establishment dates of 50 selected UK sharing economy, businesses

(Michael Hardie 2016)
Approximately half of the number of the currently available sharing services
established during the 2014-2015 period and the number of active organizations
increased dramatically just after the 2008 economic recession.

Figure 2: Classifications of 50 selected UK sharing economy, businesses by industry

group (Michael Hardie 2016)

Consumer behavior
While people survive without communities, the thinner their community bonds, the
more alienated and unreasoning they tend to be (Etzioni, Amitai 1996).

The State of the Sharing Economy and Food Sharing in the UK

The UK Sharing Economy has gained importance in recent years. The People Who
Share, a community which aims to mainstream sharing economy globally, surveyed
2,005 UK adults about their behavior towards sharing with the research The New
Sharing Economy and the source of the below data is from the report referenced as
thepeoplewhoshare 2013. The study shows 64% of UK adults (32.4 million people)
actively contribute to the Sharing Economy. An increasing interest to share
unallocated goods raises in the UK. 78% of contributors think that online
applications and web has allowed the sharing more accessible. 80% of the
participants responses about sharing is that they feel happy when they share.

Figure 3: Main motivations for sharing in the UK (thepeoplewhoshare 2013)

Above chart about the motivations for sharing in the UK indicates that economic
benefits such as earning and saving money are the primary goals for sharers whilst
helping people as a common good for society has significant importance as well.

Figure 4: Food prices and income after housing cost in the UK (Department for
Environment, Food, and Rural Affairs 2016)
The main reason of economic benefits as a customer behavior of food sharing is
mostly depending on the increasing deficit between food prices and income after
housing costs from 2005 to 2013. It could be interpreted that economic difficulties
force consumers in the UK to be more efficient to save money and even make
money out of sharing practices. Many of the sharing and collaborative consumption
organizations that currently exist benefitted from the economic collapse that began
in 2008 that caused some consumers to lose their homes, cars, and investments
and made most everyone more price sensitive (Belk,Russell 2014).The
macroeconomic factors seem to play an important role in driving the growth of the
sharing economy. Many researchers point out that the new trend toward
collaborative consumption started to gain momentum as a response to the global
financial crisis and an attempt to fight over-consumption. It seems it is inevitable to
see the increasing importance of the sharing economy because of the current
economic recession period.
The rise of social media and online networking in an age of financial crises and
austerity has given birth to the sharing economy, which is rapidly spreading across
various consumption areas. In many ways, this resonates with the Big Society idea
pushed by the UK coalition government. Leaving aside earning or saving money as
one driver of the sharing economy phenomenon, a renewed belief in the
importance of community, as well as the global recession, which has fundamentally
shocked consumer behaviors, is among the key drivers (Opinium Research 2015).

Figure 5: Food sharing act and attitude in the UK (thepeoplewhoshare 2013)

Figure 5 demonstrates that %40 of people surveyed have already done the act of
food sharing and %60 of the people opt to share their food if they knew any online
application or any other proper way to share their food.
Additionally, 7 million tons of edible food and drink is wasted in households each
year that costs 12 billion a year in the UK (thepeoplewhoshare 2013). f that
enormous amount of food would be shared or managed well, it could become a new
big emerging economy for the country.
Another crucial motivation of sharing economy is to improve social interactions
which are already damaged by the internet and social media. Most of the services
highlight this aspect of their activities and customers are willing to meet new people
and get to know their neighbors as a social interaction. For example, lodging
services like Airbnb allow overseas visitors to meet local people to experience the
host culture at first hand.

Taste Trends
Taste movements are diverse and unpredictable and it is a crucial point that the
food industry is a market which always rely on the latest demands to keep
competitive on the market. UK market are becoming more open to various tastes in
their food choices and as a result of this market is progressively demonstrative of
different cuisines. Ethnic foods are more and more becoming popular, as seen from
the success of Indian restaurants moreover the rise of Thai and Indonesian
restaurants. According to Kantar Medias Target Group Index survey, as many as
23% of respondents claimed to have visited an Indian restaurant at least once
between July 2013 and June 2014, while 5.9% visited a Thai or Indonesian
restaurant in this timeframe (Key Note 2015).

The trend in the UK market progressively moving to authentic cuisines which also
positively affect the meal sharing services since their unique business model offers
various kind of world cuisines. The target customer group is looking for original
home-made cook which the meal sharing services provides. The Uk market has a
big opportunity in terms of food trends.

Customer Satisfaction
According to the report of Key Note (2015) customer satisfaction in the UK
restaurant market is declining. From 2014 to 2015 the rating of customer
satisfaction decreased 2.6% point. This rating decline demonstrates a big problem
about the traditional restaurant services which depends on the dissatisfaction of
demand and expectations deficit. This seems to make positive impact on current
meal sharing market players, if the innovative business model could meet customer
needs.

Regulations and Legal Issues

When market circumstances change dramaticallyor when new technology or
competition alleviate the need for regulationthen public policy should evolve and
adapt to accommodate these new realities (Koopman, Christopher 2015). The
current sharing platforms enable sharing among people who are a totally stranger
to each other. Sharing with total strangers involves a higher amount of risk and
trust issues, and most of the sharing practices take place in private areas such as
home, kitchen, and car. The advantage of online services to lessen the risk users
feedback and rating system. The function of the rating system is to create a
reputational background, the career of users in order to reduce the risk of bad
practices against potential legal problems.
The conventional wisdom is that the provision of crowdsourced information on users
is what leads people to feel safe about interacting in intimate ways with strangers.
Parigi, Paolos (2014) research, however, uncovered a paradox: the more
reputational information the site provided about people, the fewer users formed
strong bonds. Venturing into unknown territory with strangers may be more about
the appeal of some sites than their ability to master a utilitarian calculus of risk and
reward (Schor, Juliet 2014).
Most of the activities in the sharing economy are problematic to be suitable for the
existing legal framework. Sharing establishments do not provide direct services to
customers. For example, Uber does not have any taxi and a driver as an employee,
therefore, sharing services legal framework have to be considered as a separate
one.

Trust used to be the main building block of the initially sharing establishments, but
currently, it is essential to have insurance between customers. Insurance is the
basic problem solver against legal issues. Insurance is crucial to making the sharing
economy work for everyone. In the UK, the British Insurance Brokers Association
issued guidelines to the industry in providing insurance to sharing economy
businesses. MS and the Commission should investigate EU-wide cooperation with
the insurance industry to ensure sharing economy service providers have access to
insurance and to increase clarity on questions of liability (Department for business
innovation and skills 2015).
Food sharing ventures taking an insurance policy seriously as the next step towards
trust issue and improving their services. Such as Feastly one such a platform,
connecting adventurous eaters with passionate cooks, and making it easier for
cooks to market and host meals in their homes. (Nina Meijers 2014). Feastly
recently added a $1 million insurance policy protecting cooks in cases of food illness
or property damage. Insurance has been a big concern for peer-to-peer
marketplaces (Airbnb, for example, recently rolled out $1 million liability insurance
on top of its $1 million Host Guarantee in the case of property damage), but Feastly
stated that P2P food startups havent offered anything like this before (Anthony Ha
2014).

Food regulations in the UK

Any business which produces food at home has to fulfill the regulation; The Food
Hygiene (England) Regulations 2006 and Regulation (EC) No 852/2004. All food
businesses at first need register with their local Environmental Health Department.
Food Safety Below are general rules and information any business need to follow to
produce food at home (Food Standards Agency 2013):
Before you become a home caterer, you must make sure you have a
good knowledge of food hygiene. To demonstrate that you have
taken your responsibility for safety seriously it is recommended that
you undertake some form of food hygiene training. The level of
training required will depend on the type of operation you are
intending to carry out. Information on available courses can be
found on the CIEH website at www.cieh.gov.uk.
Before preparing any food, you must clean the kitchen or food
preparation area with the correct materials and chemicals and clear
it of all unnecessary items.
Work surfaces and cutting boards should be thoroughly washed and
disinfected before food preparation begins. The use of different
colored boards helps you keep clear separation. e.g. red = raw blue
= fish green = veg etc., but as long as you have enough boards to
prepare food separately and safely and they are clearly marked or
disinfected between uses then you do not have to purchase colored
chopping boards.

Use separate utensils for raw and cooked foods

You must keep the food you prepare and ingredients for your
business separate from your domestic food.
Store food in fridges between 5 and 8 C o Store food in freezers at
-18C.
Food Standards Agency of the UK might entail examinations if any issue might occur
in any food serving businesses. Enforcement officers inspect your business to check
if you conform food hygiene rules. They might come on a routine inspection, or visit
because of a complaint. Usually, they dont tell you in advance that they are
coming. How often your business is routinely inspected will depend on the type of
business and its previous record. Some premises might be inspected at least every
six months, others much less often (Food Standards Agency 2013).

UK Food Industry
The UK foodservice sector was valued at 46.6bn in 2014. The UK foodservice
sector is experiencing growth across the UK for the first time in several years, with a
growth forecast of between 1.1% and 3.2% for 2015. Consumers in the UK are
increasingly requesting in their food choices seeking greater healthy dietary. Food
providing services will need to transform their selves in order to satisfy market
needs. Additionally, decreasing unemployment rates and rising wages are expected
to increase consumer spending and aid foodservice sector growth, with growth rates
between 1.1% and 3.2% forecast (Ten Live Group 2015).
UK food service industry is growing ever since 2008 economic recession period and
forecasts demonstrate increasing demand in the food industry. Customers are open
to innovative startups as healthy nutrition lifestyle increasing its popularity.
Customer demand for diversity of cuisine leads the market to offer a different kind
of foods.

Restaurant and Dining Services Market

The main competitors of the meal sharing startups to penetrate the market are the
conventional restaurants and mobile food services, so current market situation and
the future characteristics of the market are evaluated in this section.

Figure 6: Revenue of restaurants and mobile services forecast

Emerging fast food concepts, coffee shops and the further proliferation of the street
food movement are set to drive the UKs eating-out sector in 2014. Above forecast,
statistic shows that the effects of recession period degraded by 2011 and the
market are ever growing in the United Kingdom from 2008 to 2013, with forecasts
up until 2020. By 2020, revenues from the restaurant and mobile food services in
the United Kingdom are expected to reach approximately 48.79 billion U.S. dollars.

Figure 7: Number of Restaurants in the UK by Sector, 2011-2015 (Key Note 2015)

The total number of restaurant is increasing ever since 2011 except 2013. The
biggest growth in in the casual dining which is the main target market for meal
sharing services. This data can be interpreted with two different ways. First the
market is growing which means the potential opportunities for meal sharing
services is increasing however the competition in the market will be harder with
more players in the market.

Current Ventures and Competitors

Eatwith
Founded in 2014 with total equity funding $8M from 2 Investors, Eatwith describes
their selves the future of dining and have a variety of cuisines available from 500
hosts in more than cities all over the world. The website is smart and user-friendly,
with a clear definition of booking steps. Eatwith is based on Tel-Aviv which is also
beneficial for them to spread their operations to Asia, Europe, and the Middle East.
Eatwith has grown their operations by opening new offices in New York and
Barcelona.

Cookening
Cookening is a new startup that aims to be Airbnb for meal sharing/social dining
that provides hosts to serve social dining experience and food seekers to have
home-cooked meals. The startup allows to experience a special chance especially
for travelers to have authentic, local cuisine and for the hosts to meet new people
around the world. The range of the meals range from 5 to 50 euros depending on
the choice and it includes a transactional fee of 17% that goes to the Cookening.

Mealsharing
Meal sharing is a startup which is based on the website with the same idea of
cookening. The website allows food seekers to search for home cooked meals and
hosts are posting their meals all around the world. Hosts arrange time and date and
price for the meal and more than this website is user-friendly and allows customers
to request another date.

Bonappetour
Singapore-based startup Bonappetour was founded in 2013 with a total equity
funding of $575,000 and raised a seed funding round worth $500,000. Travelers can
find hosts in over 75 cities around the world. it has more than 500 verified hosts.

Current Business Climate of Meal Sharing

Business Canvas of Current Ventures
The current business model of food sharing services is explained by using the
business canvas. The business model canvas is a useful tool accustomed to
envisage all essential elements of a startup business, which comprises resources,
route to revenue, value proposition and finance. Most of the current ventures has
similar characteristics that makes the business canvas model easier to apply and
recognize the current ventures with a broad view.

Figure 8: The Business Canvas of Meal Sharing Ventures

The target customer segment is mainly travelers who seeks cultural interactions
with convenient prices. As the target market comprises highly price sensitive
customers, ventures aims to make their transaction fee percentage as low as
possible to reach more customers. The main problem about the revenue streams is
to avoid customers to have transactions offline to protect business model. In order
to discourage offline transactions transaction fee strategy plays an important role to
sustain business.
In order to deliver its value proposition, current ventures cost mostly goes to
technology infrastructure such as network security, hosting and maintenance of
online services. Moreover, customer support and marketing are another major
channel for current ventures. The companys major part of total costs also goes to
its, marketing and sales function. The customer support mainly generates cost for
hiring skilled employees.
Trust is at the heart of the Business model of sharing services. The value creation
structure of the business model is demonstrated as figure 8. Reputation, social
presence and benevolence creates the trust to the services which then reduces the
perceived risk to lead customers to have a participation on the services. Another
aspect of the meal sharing behavior is the social and economic benefits that
perceived by the users.

Figure 8: Customer Commitment Structure of Meal Sharing

SWOT Analysis of Current Ventures

Strengths

Peer to Peer meal sharing business model that allows the local people to earn
money and visitors to experience local food.

A highly satisfied increasing customer portfolio. Positive customer behavior

against the idea of sharing makes customers to have more commitment and
satisfaction about the business.

Highly motivated, innovative investors who believes the idea of meal sharing.

A portfolio of average 500 active hosts from various countries.

Online verification procedures for customers which leads higher reputation

levels among users.

Active customer support services which solve emerging issues.

User friendly and inviting web design which invites people to

A core focus on creating social interactions during the process of sharing

among customers.

Fund raising capability which reaches proximately $500,000 per venture.

Weaknesses

Lack of ability to fit to various local legal frameworks which already defined
before the launching of businesses.

A lack of marketing focus on the benefit of meal sharing which reduces

leftover foods.

Lack of business level strategy to have further differentiation on services.

All of the current ventures have not a wide spread customer network all
around the world from different geographies. Most of them has a market with
local limited area.

A lack of standardization of the services due to the dependence of various

hosts.

Opportunities

Current economic situation guarantees that customers are looking for the
most convenient prices for food. Most of the travelers are in need of local
social and cultural experiences.

The meal sharing economy is still a niche market comparing with lodging and
car sharing services such as Airbnb and Uber which

Researches show that the Internet and mobile services usage is expected to
grow for the next years which leads more people to contribute to current
ventures.

Mobile applications and web sites allow people to reach easily from anywhere
around the world which provides to have a potential global business.

Potential network effect for growth makes marketing easier to reach more
customers with word-of-mouth.

Threats

Legal frameworks about health and safety forces ventures to be prudent to

expand their ventures to different countries.

Pressure from local governments to have more taxes from each transaction.

The ease of copying business model and online applications allows more
competitors to enter the market.

The risk of having bad experiences on customer health such as food

poisoning may cause to lose huge amount of market.

High barrier levels of customer trust on the food experience.

Porters Five Forces Framework for Meal Sharing

Michael Porter developed well know strategic tool five forces model in order to
analyze the dynamics of any particular industry. The collective forces show in what
extent an industry could be profitable with respect to its potential risks. Results of
the analyze helps to determine the level of attractiveness of the business with the
lens of five dimensions, threat of new entrants, bargaining power of suppliers,
threat of substitute products or services, bargaining power of buyers, threat of
substitute products or services.

Figure 9: Porters Five Forces Framework

Threat of new entrants

It is relatively easy to enter the market comparing with the traditional restaurant
business because the need for the current business model just requires a welldesigned web page and a mobile application. The business model does not require
physical restaurant to create services so the amount of capital and effort solely

depends on technical infrastructure of the online services. In terms of new entrants

to the business, market seems to be highly competitive.

Bargaining power of suppliers

Framework also states to importance of the power of suppliers and buyers to
consider. Current business environment on meal sharing services have high power
on hosts as supplier, because their kitchen then would be unused to earn money.
Visitors as a customer are also have not much power against the service because
there are not so many ways to interact with local people while having home cooked
meal with reasonable prices. However, there stands a big power of hosts and
visitors if both sides bypass the system and interact with each other rather than
using the website.

Rivalry among existing competitors

The following dimension of the framework, the rivalry among firms. It has to be
assessed with respect to traditional restaurants and current meal sharing services.
In both cases, current services seem to be positioned beneficially. With reference to
current venture competition, services have focused on different geographies which
allows the business competition slightly invulnerable. With respect to traditional
restaurant services, innovative online meal sharing offers unique cultural
experiences which is hardly available among restaurant business.

Threat of substitute products and services

The threat of clients picking for substitute services or products is additional
noteworthy market force that makes market more competitive. Threat of substitutes
can be evaluated as a strong force as the availability alternatives for food
experience is very high on market. Even though the uniqueness of the business
model meal sharing services face high levels of subtitles such as fast food chains,
restaurants, take-away services etc. Substitution cost to another services is
relatively very low so this outcome forces meal sharing services to make transaction
cost as low as possible which negatively affects overall revenue stream.

Disruptive Innovation
Disruptive innovations happen when a minor venture with small capital effectively
achieves market share among conventional incumbent companies. Generally,

incumbent firms consider on exceeding their services for their greatest profitable
customers, they improve the needs of some parts of their business and ignore the
needs of others.

Figure 10: The disruptive innovation model (Christensen,Clayton M. 2015)

Above diagram demonstrates the innovative business model of Christensen, Clayton
M. Et al. Model
depends on the performance improvements to determine the
disruption process against incumbent firms . The disruptive business model
generally focuses on any achievements at low end market to penetrate the
incumbent market since incumbent firms trying to be innovative at higher-quality
market to achieve more market share where profitability is higher. They miss or
ignore the needs of low-end customers. This creates opportunities as a niche for
new entrants to find market share in the lower - end segments which incumbents
are ignoring. The model proves its rationality with lodging sharing services such as
Airbnb. AirBnB improves its services by focusing on bed and breakfast services
finding a niche rather than luxury hotels and disrupts high end services like Hilton
etc.

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