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Why Keith Weed invested in ‘gig CX’ platform Limitless | Digital

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There’s no need to retrace the full story of Uber’s legal disputes with its drivers – they continue to be covered in many other publications – but suffice to say the gig economy has not always lived up to what it once promised: to liberate workers from the confines of conventional employment and allow them to deal directly with consumers on terms that suited them. And at a time in which almost everyone’s work is feeling insecure, the precarious nature of that kind of life perhaps looks less appealing than ever.

So why has Keith Weed (pictured, top) – the former Unilever marketing supremo now living the portfolio life as a WPP board director, charity non-exec and angel investor – decided to back Limitless, a company aiming to bring the gig economy to customer experience in major companies?

His arguments, though already well-grounded, have been given a surprising boost by one of the indirect consequences of the coronavirus pandemic: the surge in online shopping. Speaking to Campaign on a call with Roger Beadle, co-founder and chief executive of Limitless, Weed said: “The biggest impact this is going to have is [it will lead consumers] to expect brands to have a bigger ecommerce platform.”

The crucial behaviour change caused by the lockdown was to prompt huge numbers of people to try online shopping for the first time, Weed said: “We’ve basically probably got the next 15 years of people [set to come] online [to] have come online in the last 15 days.” In other words, the size of the consumer base has, almost overnight, reached a level observers wouldn’t have expected for another 15 years.

“That’s the reason you’re seeing all these problems in online grocery,” Weed said, adding that two of the giants of ecommerce, Amazon and eBay, were also experiencing problems due to overwhelming demand.

That, in turn, leads to a far greater demand for online customer service – which is where Limitless comes in. The company offers freelance customer service workers, dubbed “experts”, who work on a gig basis, meaning clients can bring them on for exactly the amount of work they need doing, helping them deal with sudden peaks in demand.

“Post-this [pandemic], the amount of online shopping will go down, but the amount of people who have now had an online experience will never go back,” Weed said. “So there will be a step change in the amount of ecommerce used – brands are going to have to think about how they engage with that.”

Beadle founded Limitless with Megan Neale in 2016, after a 25-year career in the contact centre industry, including founding and selling a successful company. Blue-chip clients of Limitless have included Microsoft and Unilever, where Weed first became involved as a customer.

One of Beadle’s deep regrets about the call-centre business was its low rates of pay. “The reason we founded the company [Limitless] is we were ashamed our industry pays people the minimum wage the world over,” he said. “It’s virtually impossible to break that economic model in the world of call centres, so we wanted to find a model that could strip a lot of the wasted cost away and pay people more.”

As a result, it pledges that its experts earn an amount equivalent to considerably above the living wage (the UK real living wage is currently £9.30 an hour or £10.75 in London). Beadle and Weed both set Limitless apart from the likes of Uber by stressing that it is not meant to provide full-time work to any of its experts – and that the work can be done during gaps in the day, such as while a parent is waiting to pick up their kids.

The idea is that the experts are worth paying more than call-centre employees, because unlike full-timers, they are chosen for their use and knowledge of the brand in question. Brands are able to invite their own customers (or even employees) to become experts – something that Beadle calls the “special sauce” of the operation, or perhaps one sauce of several.

“It’s not just a free for all,” Beadle said. “The very people that are helping you have native knowledge, use of the brands and the products, and are fans and advocates. You get a much richer, empathetic level of service.” The experts are provided with training and resources to support their existing knowledge.

There’s also another factor Beadle credited with ensuring high standards, and it’s a classic hit of the gig economy: a marketplace dynamic. “You’re only on the platform if you have a great rating and are helping consumers,” he said. With luck, the fact that both the brand and the consumer need to be happy with the expert’s work will protect this system from being manipulated.

There’s an obvious overlap between Limitless’ experts and the style of influencers offered by another company Weed has invested in, Tribe. It’s an interesting direction for a man who, while at Unilever, took a stand against bad practices in the influencer industry. “One thing I’ve learned is that authenticity is everything” when it comes to influencers, he said.

“The [influencers] that are less interesting are the big names that have clearly been bought to talk about brands,” Weed explained. “Consumers are very forgiving around stars in ads talking about brands – the difference [with influencers] is that people are looking for something more personal and real.” People were “genuinely interested in other people’s opinions”, he said, but “after that, what’s important” when it comes to influencers is: “Are these people real users of the products and are they really knowledgeable?”

On the broader impact on brands of the coronavirus crisis, Weed said: “I believe and hope we’ll see more brands thinking about society, and the roles of serving society, than we had before. Already, a lot of brands have had to rethink what sort of brand they are in a moment of crisis. Post-this, most brands will say we’ve got to think about a multi-stakeholder approach, how we influence the environment and society, and not just think about our P&L.”

And what role is Limitless trying to play in society? “We’re trying to think about how work is done in the future,” Weed said, echoing wording used by Beadle. “The exercise the world is going through right now in working remotely will change the way people think about how they work. We need to think through new models around how people are going to work to ensure brands don’t find themselves becoming irrelevant and left behind.”

The argument that great change is coming to the way we work is unanswerable. Whether or not Beadle and Weed have the right answers, they seem to be asking the right questions.

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Gig Based Business Market Importance, Latest Trends, Regional Forecast 2021 to 2025| TaskRabbit, Guru, Rover – NY Market Reports

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Chicago, United States: –  The report comes out as an intelligent and thorough assessment tool as well as a great resource that will help you to secure a position of strength in the global Gig Based Business Market. It includes Porter’s Five Forces and PESTLE analysis to equip your business with critical information and comparative data about the Global Gig Based Business Market. We have provided deep analysis of the vendor landscape to give you a complete picture of current and future competitive scenarios of the global Gig Based Business market. Our analysts use the latest primary and secondary research techniques and tools to prepare comprehensive and accurate market research reports.

Top Key players cited in the report: TaskRabbit, Guru, Rover, HopSkipDrive, Freelancer, Fiverr, Favor Delivery, Upwork, DoorDash, BellHops, Turo,

Get PDF Sample Copy of this Report to understand the structure of the complete report: (Including Full TOC, List of Tables & Figures, Chart)

The final report will add the analysis of the Impact of Covid-19 in this report Gig Based Business Market

Gig Based Business Market reports offers important insights which help the industry experts, product managers, CEOs, and business executives to draft their policies on various parameters including expansion, acquisition, and new product launch as well as analyzing and understanding the market trends.

Each segment of the global Gig Based Business market is extensively evaluated in the research study. The segmental analysis offered in the report pinpoints key opportunities available in the global Gig Based Business market through leading segments. The regional study of the global Gig Based Business market included in the report helps readers to gain a sound understanding of the development of different geographical markets in recent years and also going forth. We have provided a detailed study on the critical dynamics of the global Gig Based Business market, which include the market influence and market effect factors, drivers, challenges, restraints, trends, and prospects. The research study also includes other types of analysis such as qualitative and quantitative.

Global Gig Based Business Market: Competitive Rivalry

The chapter on company profiles studies the various companies operating in the global Gig Based Business market. It evaluates the financial outlooks of these companies, their research and development statuses, and their expansion strategies for the coming years. Analysts have also provided a detailed list of the strategic initiatives taken by the Gig Based Business market participants in the past few years to remain ahead of the competition.

 Global Gig Based Business Market: Regional Segments

The chapter on regional segmentation details the regional aspects of the global Gig Based Business market. This chapter explains the regulatory framework that is likely to impact the overall market. It highlights the political scenario in the market and the anticipates its influence on the global Gig Based Business market.

• The Middle East and Africa (GCC Countries and Egypt)
• North America (the United States, Mexico, and Canada)
• South America (Brazil etc.)
• Europe (Turkey, Germany, Russia UK, Italy, France, etc.)
• Asia-Pacific (Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia)

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Report Highlights

• Comprehensive pricing analysis on the basis of product, application, and regional segments

• The detailed assessment of the vendor landscape and leading companies to help understand the level of competition in the global Gig Based Business market

• Deep insights about regulatory and investment scenarios of the global Gig Based Business market

• Analysis of market effect factors and their impact on the forecast and outlook of the global Gig Based Business market

• A roadmap of growth opportunities available in the global Gig Based Business market with the identification of key factors

• The exhaustive analysis of various trends of the global Gig Based Business market to help identify market developments

Table of Contents

Report Overview: It includes six chapters, viz. research scope, major manufacturers covered, market segments by type, Gig Based Business market segments by application, study objectives, and years considered.

Global Growth Trends: There are three chapters included in this section, i.e. industry trends, the growth rate of key producers, and production analysis.

Gig Based Business Market Share by Manufacturer: Here, production, revenue, and price analysis by the manufacturer are included along with other chapters such as expansion plans and merger and acquisition, products offered by key manufacturers, and areas served and headquarters distribution.

Market Size by Type: It includes analysis of price, production value market share, and production market share by type.

Market Size by Application: This section includes Gig Based Business market consumption analysis by application.

Profiles of Manufacturers: Here, leading players of the global Gig Based Business market are studied based on sales area, key products, gross margin, revenue, price, and production.

Gig Based Business Market Value Chain and Sales Channel Analysis: It includes customer, distributor, Gig Based Business market value chain, and sales channel analysis.

Market Forecast – Production Side: In this part of the report, the authors have focused on production and production value forecast, key producers forecast, and production and production value forecast by type.

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About Us:
Report Hive Research delivers strategic market research reports, statistical survey, and Industry analysis and forecast data on products and services, markets and companies. Our clientele ranges mix of United States Business Leaders, Government Organizations, SME’s, Individual and Start-ups, Management Consulting Firms, and Universities etc. Our library of 600,000+ market reports covers industries like Chemical, Healthcare, IT, Telecom, Semiconductor, etc. in the USA, Europe Middle East, Africa, Asia Pacific. We help in business decision-making on aspects such as market entry strategies, market sizing, market share analysis, sales and revenue, technology trends, competitive analysis, product portfolio and application analysis etc.

https://nymarketreports.com/


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Gig companies prepare to take their fight for independent work national under a more sceptical Biden administration

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Still fresh off of a landmark victory in California, companies like DoorDash, Instacart, Lyft and Uber are preparing to bring their message supporting an independent workforce nationwide.

But the companies will face new hurdles in passing similar legislation outside of California. The tradition of direct democracy through ballot measures that exists in the state is less common elsewhere, meaning companies will have to win over lawmakers, not just voters. And in Washington, they will have to face a new federal administration led by a president who openly opposed the California proposition while on the campaign trail.

Nearly 59% of California voters voted yes on Proposition 22, the ballot initiative supported by the gig companies to maintain their workers’ status as independent contractors, rather than employees. The measure would save the companies costly expenses that come with an employed workforce, but it would also require them to provide some new protections for app-based ridesharing and food delivery workers. Those would include benefits they could carry between apps and guaranteed minimum earnings.

The proposition essentially undermined a California law known as AB5 that took effect in early 2020. AB5 targeted the gig companies by establishing a three-part test to determine if workers should be classified as employees.

Prior to Election Day last year, Uber and Lyft were still fighting a lawsuit from the California state attorney general in court that claimed the companies illegally maintained their workers as independent contractors under the new law. A judge had granted a preliminary injunction requiring the companies to reclassify their workers, determining that the state had a good chance of prevailing on the merits.

The passage of Prop 22 seems to have reversed the fates of Uber and Lyft in California and reinvigorated the fight for their business models across the country. The gig companies point to the relatively high level of support California voters showed for their ballot measure as a reason why lawmakers in other states should see that the independent model is supported by their constituents.

But state lawmakers working on bills to protect gig workers in places like Illinois, Massachusetts and New York told CNBC that the outcome in California does not necessarily portend the future in their own states.

Source: Compsmag.com, Twiter

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Gig companies prepare to take their fight for independent work national under a more sceptical Biden administration

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In pandemic, business owners seek next gig | National

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Willen bakes for his two dogs, Cooper and Maple — which gave him the idea for Cooper’s Treats. He sells the treats on his website and Amazon.

“It’s looking like a real business,” he says.

Kathryn Valentine closed her consulting business last summer because she had lost her child-care options. Valentine’s nanny quit to take care of her own children, and daycare centers were closed. With a baby and a toddler, the Atlanta-based mother couldn’t work the 9-to-5 schedule followed by the apparel companies that were her clients. She had to come up with another line of work — and quickly.

She already was an expert in training women in negotiating, a skill necessary for career success. Valentine had researched the subject in business school, so she founded Worthmore Negotiations and began lining up corporate clients.

“About once a week I’ll have a commitment during the day, but otherwise all my work gets done after 7 p.m.,” she says. But Valentine hopes to revive her consulting business once the pandemic is over and she has child-care again. Her hope is to keep both businesses.

A series of lockdowns in Britain forced Steve West to close his acupuncture practice. With no money coming in, he returned to digital marketing, work that helped him get through a slowdown in his practice during the Great Recession. He’s not sure when, or if, he’ll return to acupuncture, given people’s uncertainty about close contact.

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