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英国旅游管理学作业:旅游业共享经济的主要机遇The main opportunities of Sharing Econ

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Sharing economy refers to the establishment of a social economic system that shares human and material resources through the establishment of a system platform for the direct exchange of goods and services between individuals. Uber, Airbnb, WeWork, Etsy, and TaskRabbit are representative enterprises in the era of sharing economy (Jin, Kong, Wu and Sui, 2018). Ganapati and Reddick (2018) pointed out that sharing economy will have a revolutionary impact on people's consumption patterns and change human lifestyles. For the tourism industry, shared economy will also bring great development opportunities to it.
Influence of shared economy on the supply mode and format innovation of the tourism industry共享经济对旅游业供给模式和业态创新的影响
In the tourist-sharing economy scenario, residents of tourism destinations convert their personal idle space, time, assets, and skills into their reception abilities through online platforms to meet diversified consumer demands of tourists. For example, some tourists want to find the true story behind the life of the locals. They are no longer satisfied with the same room, equipment and services of a star-rated hotel. A short-term rental platform allows tourists of this part to stay in the homes of residents of tourism destinations and provide them with an opportunity of in-depth experience of local culture. 
In addition, sharing economy will generate many transactions and services which do not exist originally to help the tourism industry to innovate. In addition to online house rental platform, online car rental platform and other shared platform service companies, new types of private kitchens (family restaurants), home visit points, and travel maker bases will continue to emerge.
Sharing economy creates conditions for tourists to have full contact and in-depth exchanges with residents of tourism destinations (Parente, Geleilate and Rong, 2018). It breaks the original relationship of simple service between those who provide services and customers to be conducive to constructing a trust relationship between strangers in the new period and fostering a new relationship between hosts and tourists. Thus, tourists and residents of tourism destinations are easy to abandon the simple commercial transaction relationship to form a friend relationship, so as to attract more tourists to visit through the word-of-mouth communication of tourists, and play a role in expanding the market. At the same time, sharing platform will become an exchange link for tourists with the same interests and hobbies. Many platforms also set up an online community for users to interact with each other. These interest-focused demographics will form decentralized community organizations and interact with common preferences, even from online to offline.
Sharing economy can allow residents to have the opportunity to take out unused rooms and cars to provide for tourists (Jin, Kong, Wu and Sui, 2018). This means extending the life cycle of products, reducing the consumption of new products and reducing the construction of accommodation facilities and the purchase of cars to reduce the loss of resources and energy, and reduce the adverse impact on the ecological environment. Without affecting economic returns and the quality of travel experience, this approach is more easily accepted by residents of tourism destinations and consumers, and therefore it is a more sustainable tourism approach. It is a beneficial exploration of the practice of recycling economy and low-carbon economy, it is also conducive to the environmental protection and the construction of ecological civilization of tourism destinations.
Ganapati, S and Reddick, C. G. (2018). Prospects and challenges of sharing economy for the public sector. Government Information Quarterly, 35(1), 77-87. 
Jin, S. T., Kong, H., Wu, R. and Sui, D. Z. (2018). Ridesourcing, the sharing economy, and the future of cities. Cities, Volume 76(6), 96-104.
Parente, R. C., Geleilate, J. C. and Rong, K. (2018). The sharing economy globalization phenomenon: a research agenda. Journal of International Management, 24(1), 52-64.