Connect with us

Businessuite News24

2008 Story of the Year SHOW ME THE MONEY Cash Plus and Olint reportedly sucked in J$150 billion to J$200 billion, what happened to all that money?

Published

on

The rise and fall of Olint, Cash Plus, and the two men who ran these companies is by far the biggest story of 2008. Their activities impacted many in Jamaica, and as far north as the UK, USA, Canada and south to Trinidad and environs. These two men, David Smith and Carlos Hill changed and rocked the Jamaican financial landscape in 2008. They are both credited as the founders and architects of the alternative investment schemes that sucked in so much money, that it has left countless thousands still wondering where it all went and will they ever get their money back. One thing is for sure, high interest rate returns will have a very different meaning from now on.

The year started with Jitters over alternative investment schemes spreading to World Wise another recently started scheme. Jitters over the uncertainty of alternative investment schemes, following a ‘cease and desist’ order against Cash Plus spread to forex exchange trading entity World Wise Partners.

A few days later the Government finally decided to step in with the Attorney General and financial officials meeting on alternative investment schemes. An urgent meeting was convened between Attorney General Dorothy Lightbourne, officials of the Finance Ministry and Financial Services Commission (FSC), to make recommendations and guidelines to address the growing concerns over unregistered investment clubs. The instruction was given by Prime Minister Bruce Golding during a meeting with Finance Minister Audley Shaw’; minister without portfolio in the ministry, Don Wheby; FSC officials and representatives of the banking sector.

Golding said the number one priority was to protect the integrity of the country’s financial system and establish the requisite legislative framework for dealing with other investment schemes that may develop in the future.

In April, it is announced that Cash Plus is in turmoil with the Investment club in receivership. The five-year-old investment club Cash Plus Limited, which has been engaged in a number of legal battles over the past 12 months, is in receivership. Kevin Bandoian, a chartered accountant employed to Price-Waterhouse Coopers in the United States, was appointed joint receiver-manager. Later that month, every investors worst fear is realised when the police following investigations announce that Cash Plus has no money here to repay, cop tells court. Supporters of Carlos Hill, the CEO of Cash Plus, the collapsed alternative investment scheme, protest and demand his release from police custody outside the Half-Way-Tree Courthouse where Hill, his brother Bertram and Cash Plus’ chief financial officer Peter Wilson appeared. Head of the Organised Crime Investigation Division (OCID) Fitz Bailey revealed in court that Cash Plus has no money in Jamaica to repay its investors. “Based on what we have investigated there is no money, we have not identified any money in Jamaica to repay investors,” Bailey said. “In addition, a number of companies and assets said to be owned by Cash Plus turned out to be false.”

Early May and the Cash Plus boss is out on bail but cannot leave home between 6:00 pm and 8:00 am. Carlos Hill, head of the failed informal investment scheme, Cash Plus, and his brother, Bertram Hill, were granted bail in the Supreme Court, but with stringent conditions. Hill, who got bail in the sum of $15 million, was ordered to report daily to the Fraud Squad and slapped with a curfew order that requires him to be at his Norbrook, St Andrew home between the hours of 6:00 pm and 8:00 am. His brother, who the police said is a Cash Plus director, was offered $10-million bail, with similar conditions set by Justice Bertram Morrison. Bertram Hill will have to remain at his brother’s house as he resides in the United States. Both men were ordered to surrender their travel documents.

Next, it was Olint, considered by many to be the safest of them all. The May 16, 2008 headline reads Olint at the crossroads. The alternative investment scheme Olint Corp headed by David Smith now finds itself at a crossroads, with its next move determining the very existence of the popular foreign currency trading outfit. For the better part of the year, it has been unable to honour all its payout commitments, with many of its members exhibiting steadfast forbearance while the club’s founder attempts to put things right.

At the same time, Olint is fighting a court case against NCB and reports are that in the United States, banking house Wachovia is conducting a protracted due diligence report, thus making it impossible for Olint to provide timely payments to its members. To compound matters further, the Financial Services Commission (FSC) continues to call for Olint to register and publish audited financial statements.

“If David (Smith) does pay out everybody what he should rightfully pay them, then there will be a huge sigh of relief right across Jamaica. He would be regarded as a hero and his reputation will be enhanced both professionally and personally. If he does not, he will be stigmatised as a charlatan and rendered a pariah. His fate lies in his own hands. His word, dare I say it, has to be his bond.”

By June 18th, the full impact of the fallout begins to seep out with the announcement by Realtors that Fallout in ‘investment schemes’ impacting housing demand. Realtors expect slower growth in the housing market in 2008, with the fallout of get-rich schemes, high oil and commodity prices. Cash Plus, Olint and Worldwise, the three popular get-rich schemes, have suspended payments to its members since early this year. With the fallout, Valerie Levy expects housing demand to slide by about 10 per cent. “This as potential homeowners no longer have the cash flow and cannot qualify for mortgages,” said Levy who heads Valerie Levy and Associates. She added that if the schemes are to reorganise, then it will again fuel the market. Prices are expected to fall but rather rise as supply continues to lag behind demand. Real estate experts say a portion of new mortgages would have come from the get-rich schemes encasements.

The local currently is not immune to all this and so the Jamaican dollar gathers downhill momentum. The Jamaican dollar brakes through the $72 mark and continues to slide, notwithstanding strong interventions and an interest-rate hike by the central bank. The currency closed on the spot market at $72.19 against the US dollar, a new record low, having hit $72.06 following a more than six cent decline. The Bank of Jamaica, signalling a positive outlook, said that the most recent movement in the exchange rate is related to payments due to overseas creditors. “This occurred at a time when local banks and other financial institutions have been reducing their exposure to credit lines offered by correspondent banks and investment houses,” said the central bank.

In mid July, one of the much talked about Cash Plus acquisitions is back with the owners who are eager to offload the loss maker. Mainland puts flagship store on the market. Jeffrey Myrie, one of the owners of Mainland International Limited, is looking for buyers for the Hardware Company’s ‘Super Home Centre’ store which sits on the periphery of Spanish Town in St Catherine. Mainland wants at least US$6 million for the property that it spent more than US$14 million building six years ago. The 87,000-square-foot store sits on 4.079 acres of land. “It’s a store that was not profitable,” said Myrie. Myrie’s insistence that Mainland would continue operating as a going concern follows a failed attempt to sell the hardware outfit to Cash Plus Limited, a company now in receivership.

Despite all the warnings and signs of grave and immediate danger there are those who see Few dangers from Olint’s slide. With no precise figure available for the funds, Olint and its various subsidiaries have under management; analyst says it is hard to predict the full impact of the corralling of the foreign exchange trader’s assets on the local economy. But there appears to be a fair bit of consensus that the immediate effect would be consumer spending, in much the same as the Cash Plus effect. Olint, considered the forerunner of the unregulated investment schemes, is as secretive about its dealings as the other 40 or so operations that regulators have detected over time. But ‘guestimates’ have centred on US$600 million (J$43 billion) of principal, and possibly US$2 billion (J$144 billion) when interest payables are added to the mix. Jamaican think tank, CaPRI, which estimated the total amount of invested funds in the schemes at J$100 billion to J$200 billion, said Wednesday that it had no individual breakout of the figures.

The media attention quickly shifts from Carlos Hill to David Smith as the Olint boss readies team for legal showdown. A high-calibre team of Jamaican and international lawyers flew to the Turks and Caicos Islands to assist Olint Corporation Ltd boss, David Smith, in preparing for a looming legal battle.

Meanwhile, in Providenciales, Turks and Caicos, few people in the British territory know the investment club or Smith. In fact, a commission of inquiry ordered by the British government into alleged government corruption in the islands is the biggest news here. Smith’s house and his offices were raided by members of the Royal Turks and Caicos Islands Police Force, who seized documents and computers. But Detective Assistant Superintendent Mark Knighton, who led the operation, said his team from the Financial Crime Unit has found nothing incriminating to date. “Our next move is to examine the contents of these documents and see what they reveal,” Knighton said. “I would say that this investigation will take months, rather than weeks because, to my knowledge, this is just a small number of the documents.”

Finally, the reality of what is about to come and for many already here is upon us. The billion dollar question now is What happened to all that money? Club members of popular foreign currency trading outfit Olint and indeed most of the country are preoccupied with two questions: Will people be able to recover their invested funds and what happened to all that money? The answer to both those questions resides with Olint’s main principal, David Smith.

Olint was expected to make a significant payout, a deadline that came and went, with no good news for its club members, many of whom have not received a payment since the beginning of the year. Earlier that month, Smith, speaking to journalist Cliff Hughes, said that Jamaicans should pray for Olint and keep their fingers crossed that the money arrives in Jamaica. Alas, divine intervention did not materialise. Many club members expressed concern, and by Monday of that week, a foreboding picture was painted when its Braemar Avenue office was closed and an e-mail was released to all club members, part of which read: “It is with some regret that we advise, that as a result of threats to staff members, including a bomb threat within the last few days which is being taken seriously, the Club Member Care Office will be closed to the public as of Monday, July 14, 2008. Efforts are being made to address the matter and we will advise you further.”

Dennis Chung staring in his crystal ball sees the future and predicts A perfect economic storm. The next six to nine months he says will be one of the most challenging periods in the economic history of independent Jamaica. “And I say independent Jamaica merely because I am not aware of what the economic circumstances were before. In fact, what is brewing, I would call a perfect economic storm. I say this not just because bad management of the economy over the years is finally coming home to roost, but also because the vicious global environment will play havoc on vulnerable economies such as ours. The reason for our vulnerability is because we have allowed ourselves to be destroyed by the demons of consumerism, corruption, crime, and politics rather than economic decisions. In fact, the infrastructure that would make our economy able to weather the current global shocks does not exist, because we have failed to educate our people and insist on productivity.”

To provide some clarity to what is happening, the BUSINESSUITE Magazine publishes a feature entitled What Exactly is a Ponzi scheme? A Ponzi scheme is a fraudulent investment operation that involves promising or paying abnormally high returns (“profits”) to investors out of the money paid in by subsequent investors, rather than from net revenues generated by any real business. It is named after Charles Ponzi. A Ponzi scheme usually offers abnormally high short-term returns in order to entice new investors. The high returns that a Ponzi scheme advertises (and pays) require an ever-increasing flow of money from investors in order to keep the scheme going.

The system is doomed to collapse because there are little or no underlying earnings from the money received by the promoter. However, the scheme is often interrupted by legal authorities before it collapses, because a Ponzi scheme is suspected and/or because the promoter is selling unregistered securities. As more investors become involved, the likelihood of the scheme coming to the attention of authorities increases.

In August members of the financial sector begin to brace for what must now come. NCB leads the way and is positioning for investment schemes fallout. National Commercial Bank of Jamaica’s (NCB) move to increase its provision for credit losses by 140 per cent over the 12 months to June 30 have led some investors to believe the commercial bank is preparing itself for the potential impact of the fall-out of investment schemes. “It would be prudent [to increase the provision] in order to make sure there are no surprises,” said Neilson Rose equity asset manager at Mayberry Investments. “You are definitely going to see some fallout and these alternative investment schemes were used as cash flow.” The provision jumped from $39.1 million to $93.1 million when the June quarter is compared year over year. Year to date that figure increased 102 per cent from $151.3 million to $307 million. NCB increased this provision even though there was a decrease in its non-performing loans as a percentage of total loans-dropping to 2.34 per cent from 2.92 per cent over 12 months.

Some are already impacted as VMBS announces that Unregulated schemes hurt them in ’07. With its deposit portfolio remaining flat last year, Jamaica’s second largest mortgage bank, Victoria Mutual Building Society (VMBS), says that its ability to attract savings was weakened by the raft of unregulated schemes that offered super returns to investors. The explanation for the weak performance in this segment of the society’s business was outlined in its recently released annual report and underlined by the bank’s chairman Roy Hutchinson and CEO Richard Powell when they addressed members at the annual general meeting.

In September, it gets worse as Bad debts grow and Gov’t continue to gauge effect of fall-out. Analysts aren’t able to peg how much the fall out of ‘get-rich schemes’ has fed into the alarming increase in the number of Jamaicans that are not servicing their loans and mortgages. What’s clear, however, is that the pace at which bad debts held by domestic financial institutions have grown over the last year is the highest it has been since the 1990s financial crisis.

Bank of Jamaica (BOJ) data released, showed that up to June 2008, $7.4 billion in non-performing loans (NPL) – loans in arrears for three months and over – was in the system, an amount equal to the capital budget for education and agriculture combined. It’s up 41 per cent over last year, even as loans grew by half that amount. “This may not be the peak of it,” said financial analyst John Jackson, who closely follows publicly listed companies. “It is something that has to be watched carefully.”
Entering the last quarter of the year Jamaican remittances weather downturn, for now – Cocking cites family loyalty. The Inter-American Development Bank warned that the pace at which remittances once flowed will slow down even more than it originally projected, due to the erosion of the dollar’s value, a spike in inflation and the financial meltdown in the United States.
But at least two remittance companies in Jamaica say for now money transfers from the United States are still strong despite the financial crisis there. “We have not seen any fallout at all, none. It is same as usual,” said Andrew Cocking, deputy group president and head of international business at the Capital and Credit Financial Group, whose money transfer operation is handled by subsidiary Capital and Credit Remittance Limited.

The banking community begins to officially speak out led by a prominent Banker who ties fallout of ‘get rich’ schemes to rising loan delinquency. While there is no empirical data to highlight the number of borrowers that have been directly compromised from the fallout in the alternative investment schemes, a sharp spike in the amount of delinquencies on loans in recent months has raised a few eyebrows in the commercial banking sector.

Scotiabank President and CEO Bill Clarke, at a Financial Services Commission investment luncheon said that there are indications that a lot of persons were affected by the collapse in the high-return “get-rich” schemes, and he suspects that an increase in the number of persons who are unable to service their loans with his institution may be related to the fallout. “In our retail banking business, we have found that over the last couple of months that there has been an escalation in delinquencies,” said Clarke. “But when we enquire as to why arrangements are not being made as originally agreed, the answer that we have been getting is ‘our revenue stream is so much impaired’.”

October and attention is shifted away from the failed investment schemes to the Global financial meltdown. Prime Minister Bruce Golding admits that the global financial crisis will affect some of Jamaica’s critical economic structures, despite Finance Minister Shaw’s earlier claims that the country would face minimal impact. However, he is steering away from instigating panic.

Finally, the reality begins to sink in and a Crisis team is put in place. Giving the clearest indication yet that Jamaica is facing fallouts from the financial crisis that has gone global, the Government is putting together a top-level team to monitor the domestic financial system, and take action as needed to steady the markets here. “There is a lot of work being done in terms of managing the crisis in Jamaica,” said Don Wehby, minister without portfolio in the Ministry of Finance and the Public Service. “We had a long meeting with all the stakeholders to determine how we are going to approach this crisis,” he said, “because it is a crisis that calls for leadership.”

Alternative investment schemes and their impact on the economy are missing from the headlines, taken over by the global economic crisis.
In late November the headline is that Latibeaudiere avoids ‘R’ word. The Bank of Jamaica said that output was likely to be flat in the December quarter, but Central Bank Governor Derick Latibeaudiere steadfastly avoided the word recession even though the economy contracted 0.3 per cent during the nine months between January to September. A recession is classically defined as two consecutive quarters of negative growth.

Confession comes in early December when is announced that Jamaica has been in a recession since the start of ’08. The Jamaican economy has been in a recession since March of this year according to official data published by the Statistical Institute of Jamaica (Statin). The data showed that realhttp://businessuite.blogspot.com/ gross domestic product (GDP) by quarter has declined year over year since the December 2007 quarter. Statin, which revised its GDP data to rebase its numbers from 1996 to 2003 and which began using, this year, the value-added approach to calculate economic activity, reported a 0.4 per cent decline in value-added during the December quarter of 2007 when compared to the corresponding quarter in 2006.

The year has closed and the alternative investment schemes, their principals, investors and the overall impact on the economy are no longer it would appear current and newsworthy.

Additional sources: Daily Observer, Daily Gleaner, and Internet sources

Continue Reading
Click to comment
Subscribe
Notify of
guest
0 Comments
Inline Feedbacks
View all comments

Businessuite News24

Businessuite Special Report P4 | Homegrown Disruption: InterMetroONE & Walkbout.com Position Jamaica’s Answer to Uber–Airbnb

Now is the time for SMEs, associations, and government to align—ensuring that if Uber and Airbnb ever arrive together, Jamaica’s own ecosystem remains vibrant and in control.

Published

on

Introducing a Local Super App Alternative
InterMetroONE— a SuperApp under RedPlate Group Limited—offers air travel transfers, coach rides (like the upcoming JUTA Express), taxis, parcel courier service, groceries, and more, all in a single platform. In parallel, Walkbout.com is launching guided local experiences and cultural tours, tailored to small hotels and boutique hosts—positioning itself as a geolocal, authentic alternative to Airbnb Experiences .

Together, these two Jamaican startups hope to form the first fully integrated, locally led travel superapp—a provider-owned ecosystem unifying ground transport, tours, and boutique lodging—on Jamaican soil.

Why This Local Startup Could Succeed

1. Homegrown & Compliant
InterMetroONE already partners with national operators—notably JUTA Express launching in 2025—maintaining regulatory standards and local trust .

2. Multi-Service “One-Stop” Solution
Unlike global platforms, this app includes:
• Scheduled luxury bus and coach routes, with real-time tracking and no overcrowding
• Airport-to-hotel transfers, group charters, and executive vehicles
• Courier, grocery delivery, and soon,
• Walkbout local experiences—where travelers can engage local guides for deep-dive tours

3. Strengthening Small Operators
By aggregating bookings, logistics, and marketing, InterMetroONE can enable boutique hotel owners and taxi drivers to collaborate—without a Silicon Valley middleman. This could reduce leakage of commission and retain economic value in Jamaica.

Voices from the Ground

“Buses that run on time and aren’t overcrowded? That’ll be a game changer,” says a Montego Bay commuter, reflecting public frustration with unreliable transit

“We tried privatizing… coaster buses… commuting… nightmare. Regulation is the key.”

These voices underscore critical demand for reliable, regulated, privately managed transport systems like InterMetroONE.

Winning Together: A Roadmap for Collaboration

To make InterMetroONE–Walkbout successful for all stakeholders, local operators should:

1. Adopt Platform Tools
o Taxi associations, guesthouses, and tour guides should integrate into the app to capitalize on airport transfers, bus scheduling, and tours.

2. Bundle Services
o Boutique hotels can offer “Stay + Transport + Tour” packages using Walkbout experiences and InterMetro transfers as a single SKU.

3. Win Trust via Quality & Compliance
o Upfront certification, training, and standardized pricing under one local brand will build trust and consistency—unlike fragmented global platforms.

4. Promote Data-sharing & Feedback
o Operators can co-develop service improvements via shared metrics—e.g. tourist route demand, seasonal peaks—benefiting all.

5. Leverage Community Networks
o Word-of-mouth remains powerful. InterMetroONE can host info sessions in parishes to onboard small providers and build local ambassador networks.

Policy Must-Haves: Enabling the Local Answer
To support this model, five critical government measures are recommended:
1. Digitization Grants – Provide micro-grants or loans for small operators to access certification, insurance, app training.
2. Regulatory Parity – Ensure InterMetroONE offers drivers and guides the same professional license standards as JUTA—a level playing field.
3. Revenue Reinvestment – Structure tourism taxes or fees to match platform growth, ensuring earnings stay within local economies.
4. SME Networks – The Ministry of Tourism should facilitate full operator onboarding into the platform—including training programs, public trust campaigns.
5. Monitor Economic Leakage – Commission an independent impact study on how much tourist spend stays local versus platform-bound.

Vision: A Jamaican Model for the Caribbean
If successful, InterMetroONE and Walkbout can be more than a Jamaican solution—they could become a regional standard, adaptable to other Caribbean islands seeking locally anchored digital economies.

Call to Action: How Your Business Can Join the Journey
• Small hotels: Propose pilot transport + experience packages this summer.
• Taxi & bus operators: Partner with InterMetroONE as certified drivers or fleet providers.
• Tour guides: Join Walkbout.com to bring unique, heritage-led experiences.
• Policy-makers: Prioritize digital tourism frameworks and SME support.

Businessuite Online Summary
• A Jamaican-led, regulated, fully integrated travel app could beat global disruptors by staying local, compliant, and collaborative.
• Now is the time for SMEs, associations, and government to align—ensuring that if Uber and Airbnb ever arrive together, Jamaica’s own ecosystem remains vibrant and in control.

Continue Reading

Businessuite News24

Businessuite Special Report P3 | Uber x Airbnb: A Strategic Alliance That Could Redefine Jamaica’s Travel Industry – But At What Cost?

The future of Jamaican tourism lies in its ability to integrate into global digital ecosystems without sacrificing local livelihoods. The time for public–private dialogue is now.

Published

on

“This Could Either Integrate Us Into A Global Ecosystem Or Render Us Obsolete Overnight.”

That’s how Senior Tourism Executive, describes the possibility of an Uber–Airbnb strategic partnership, which would see the world’s two largest sharing economy disruptors combine their offerings into a seamless, app-based travel experience.

The Global Vision, Local Disruption
Uber Technologies, Inc. is the world’s largest ride-hailing platform, operating in over 70 countries and 15,000 cities.
Airbnb, Inc. is the dominant online marketplace for homestays and experiences, with more than 150 million users globally.
In Jamaica, Uber’s entry has challenged traditional taxi associations such as JUTA, Maxi Tours, and JCAL, while Airbnb has democratized hospitality, enabling homeowners to become hoteliers almost overnight.

What Would This Partnership Look Like?
• Integrated Bookings: Guests booking an Airbnb in Montego Bay could automatically arrange an Uber pickup from Sangster International Airport.
• Bundled Experiences: Uber could launch curated island tours in partnership with Airbnb hosts.
• Data Sharing: The companies could integrate user preferences to personalize accommodation and mobility recommendations.

Potential Risks for Local Operators

Transportation Sector:
“Uber already undercuts our rates. If they join with Airbnb, we could lose airport transfers and local tours, our bread and butter,” warns Michael Morgan.
Without rapid digitization, traditional operators risk losing market share to app-based models offering transparency, safety tracking, and instant booking.

Hospitality Sector:
While many small Airbnb hosts would benefit from integrated guest mobility, large resorts fear losing exclusive transportation revenues.
“We spend millions annually on guest logistics – this will force us to rethink that model,” says a senior operations manager at a leading all-inclusive resort group.

Policy Recommendations for Government Action
Businessuite spoke with industry stakeholders, yielding five critical policy recommendations:

1. Level Licensing Requirements:
Ensure Uber drivers meet similar safety, insurance, and professional standards as licensed JUTA and Maxi Tours operators.

2. Create a Digital Tourism Regulation Framework:
Establish clear guidelines for platforms like Airbnb to protect guests and ensure tax compliance without stifling micro-entrepreneurship.

3. Incentivize Local Digital Transformation:
Provide low-interest financing or technical grants to traditional operators for app development, fleet management systems, and customer experience upgrades.

4. Negotiate Platform Partnerships with Local Associations:
The Ministry of Tourism and Transport Authority should broker agreements ensuring local tour and transport operators are included in platform offerings.

5. Assess Economic Leakages:
Study the net foreign exchange impact of platform commissions exiting Jamaica, balancing digital convenience with national economic interests.

Business Models Are Evolving

Traditional Taxi Associations:
Exploring white-label app solutions to modernize dispatch and payments.

Airbnb Hosts:
Excited at the prospect of seamless transportation offerings, increasing guest satisfaction and repeat bookings.

Hotels & Resorts:
Likely to resist integration to protect in-house transport revenues, while quietly exploring their own mobility partnerships.

Businessuite Final Take

“When global giants like Uber and Airbnb combine forces, there are both opportunities and threats. Jamaica must act swiftly to protect local entrepreneurs while embracing digital innovation to remain competitive.”

The future of Jamaican tourism lies in its ability to integrate into global digital ecosystems without sacrificing local livelihoods. The time for public–private dialogue is now.
By Businessuite Contributor

Continue Reading

Businessuite News24

Businessuite Special Report P2 | Disruption in Jamaica: Uber & Airbnb Business Models

Published

on

 Uber & Airbnb Business Models

Uber
• Democratizes taxi services by removing medallions and enabling app-based ride hailing, surge pricing, and real-time tracking
• In Jamaica—particularly Kingston and Montego Bay—Uber operates alongside traditional taxis. While available, its adoption faces resistance from established associations like JUTA and Maxi Tours

Airbnb
• Transformed lodging from hotels to unique, community-based stays, leveraging platform scale, ratings, and dynamic pricing .
• In Jamaica, it fuels opportunities for locals to monetize spare rooms or guesthouses, while raising concerns over inconsistent quality, safety, and pricing

Rationale for an Uber–Airbnb Strategic Alliance

1. Seamless Integrated Travel Package
• Users booking accommodation via Airbnb could seamlessly arrange Uber airport pickups, or access local tours via Uber’s network.
• Mirrors past partnerships (e.g., Uber–Hilton “Local Scene”) to link mobility and lodging

2. Enhanced Network Effects
• Uber expands reach into more regions when integrated with Airbnb’s guest base; Airbnb gains appeal through complementary mobility options .

3. Data & Recommendations
• Shared insights on guest habits and mobility needs can optimize dynamic pricing, itinerary suggestions, and cross-selling of experiences

4. Diversification of Services
• Development of bundled offerings—e.g., “stay + rides + experiences”—increases engagement and mitigates reliance on single revenue streams .

Impacts on Jamaican Transportation & Hospitality

Transportation Sector
• Traditional operators (JUTA, Maxi Tours, JCAL) may lose diversified tourist traffic to Uber unless they evolve through:
o Adopting app-based dispatch systems,
o Offering consistent pricing,
o Ensuring service quality and credentials (e.g., lowered street flagging).
• A partnership could pressure local services to modernize or form alliances with Uber for continued relevance.

Hospitality Sector
• Small-scale accommodations (e.g., guesthouses, boutiques) could benefit from mobility integration, differentiating themselves from large resorts.
• However, all-inclusive resorts might resist relinquishing control over transportation, potentially lobbying against integrated offerings.

Local Entrepreneurs
• Gains: entrepreneurs offering stays and tours could access Uber integration, reaching more guests.
• Risks: platform dominance may overshadow local competitors, making standing out more difficult.

Tourist Experience
• Better on-island exploration: less reliance on private drivers or group tours, improving affordability and convenience.
• Potential downsides: if Uber–Airbnb prices premiumize, local chauffeur/tour incomes could decline.

Policy & Regulation Considerations

1. Justice in Public Service Licensing
o Should Uber drivers be required to secure professional licenses like red plate taxis?
o Regulating Uber’s “partner model” to protect labour rights without overburdening drivers

2. Quality & Safety Standards
o For Airbnb: establish regulations around safety checks, insurance, and transparent fees to build trust .
o For Uber: enforce background checks, vehicle inspections, and fare transparency to guard consumer interest.

3. Protecting Local Economies
o Government tax relief, subsidies, or capacity-building for local taxi unions to digitize operations.
o For Airbnb hosts: consider differential GCT treatment or micro-tourism licensing to support smaller operators.

4. Balanced Tourism Strategy
o Jamaican government should balance “bubble tourism” from resorts with broader community access.
o Dedicate spaces/services for locals, incentivize local mobility adoption in tourism zones.

5. Collision vs Collaboration
o Encourage partnerships between Uber/Airbnb and JUTA/Maxi Tours to incorporate local operators into the platform, avoiding exclusionary practices.

Mozilla: Future Business Model Evolution

Uber:
• Could launch “Uber Tours” or “Uber Experiences” in partnership with Airbnb hosts, expanding its Uber Freight and Eats diversification .
Airbnb:
• Could integrate mobility into booking—“Book and ride”—or add value via curated transport options around stays.
Local providers:
• Opportunity to “Uber-ify” via partnerships—digital-first dispatch, quality certification, branded chauffeur services linked to listings.

Continue Reading

Business Insights

Businessuite Special Report P1 | When Titans Unite: How an Uber–Airbnb Alliance Could Redefine Travel in Jamaica and Beyond

“When Uber and Airbnb join forces, travel transforms. But will it uplift local economies or leave them stranded on the roadside of progress?”

Published

on

Are the world’s two most powerful sharing economy companies are flirting with a strategic partnership? Jamaica may be their first test market—and the stakes for local entrepreneurs, taxi operators, and policymakers could not be higher.

On a humid Tuesday morning in Kingston, Janine Brown refreshes her Airbnb app to check for bookings at her three-bedroom guesthouse near Half Way Tree. Within minutes, a reservation pings in—from a visiting digital nomad requesting airport pickup. Janine sighs. She’s partnered with a local taxi driver before, but communication gaps often result in missed connections.

“What if,” she wonders, “Airbnb just integrated transport like Uber into its bookings?”

It’s a question that could soon redefine tourism not only in Jamaica but across the Caribbean. What if Uber Technologies, Inc. and Airbnb, Inc. are already exploring ways to deepen their offerings and boost user stickiness by seamlessly integrating accommodation and mobility into a single, fluid travel experience?

Disruptors at Work: Their Business Models Explained

Uber Technologies, Inc.
• Headquartered in San Francisco, Uber pioneered ride-hailing by bypassing traditional taxi medallion systems.
• Its revenue streams now span Uber Eats (food delivery), Uber Freight (logistics), and ride-hailing in over 70 countries and 15,000 cities worldwide.
• In Jamaica, it operates under a lease-driver model, directly challenging associations like JUTA, Maxi Tours, and JCAL, which historically dominate regulated taxi services for tourists.

Airbnb, Inc.
• Also based in San Francisco, Airbnb revolutionized hospitality by enabling homeowners to list short-term rentals.
• It earns via commissions on bookings, with 150 million users globally.
• In Jamaica, it has democratized the accommodation market, empowering micro-entrepreneurs to bypass traditional hotel chains.

The Partnership That Could Change Everything
Imagine this:
• Booking a Montego Bay villa on Airbnb includes a pre-arranged Uber pickup from Sangster International Airport.
• Guests receive curated “Uber Experiences” for local tours, bar hops, and cultural immersions—all within the app ecosystem.
• Hosts earn commissions on rides booked through their listings, incentivizing deeper collaboration.
Such an alliance isn’t unprecedented. Uber previously partnered with Hilton to integrate ride bookings for hotel guests. But the scale and implications of an Uber–Airbnb tie-up would dwarf prior initiatives.

Implications for Jamaica’s Transportation and Hospitality Sectors

Ground Transportation:
Traditional operators like JUTA and Maxi Tours risk losing relevance if Uber consolidates tourist pickups and island tours. Their competitive advantages—licensed drivers, brand trust, and association networks—could erode if digital convenience outweighs regulatory preference.
“Uber is forcing us to innovate or die,” one Kingston taxi association leader told Businessuite, requesting anonymity to avoid backlash.

Hospitality:
Airbnb hosts stand to benefit significantly. Bundled transportation would enhance their value proposition, differentiate them from traditional hotels, and streamline guest experiences. However, large hotels and resorts could view this integration as existentially threatening, prompting them to lobby for restrictions on unregulated guest transport.

Risks of Market Domination
• Local Entrepreneurs: While integration may increase bookings and transport reliability, platform dominance could marginalize small tour operators and independent taxi drivers.
• Economic Leakages: Greater revenue share could flow out of Jamaica to foreign-owned platforms, limiting tourism’s multiplier effect on local economies.

Policy and Legislative Imperatives
The Jamaican government faces complex decisions:
1. Licensing Parity: Should Uber drivers be held to the same rigorous standards as JUTA drivers to ensure safety and fairness?
2. Taxation: How will platform commissions be taxed to protect local revenue while encouraging digital innovation?
3. Consumer Protection: Will bundled services maintain quality, insurance coverage, and accountability in cases of accidents or scams?
Without proactive regulation, Jamaican SMEs risk being steamrolled by Silicon Valley giants leveraging scale and data synergies.

Business Models in Response

Traditional Operators:
• Developing proprietary apps with real-time bookings, transparent fares, and service ratings.
• Forming alliances with platforms to remain integrated in the new digital-first ecosystem.
Hotels and Resorts:
• Lobbying for platform regulations while investing in exclusive airport transfer partnerships or premium shuttle services to maintain differentiation.
Entrepreneurs:
• Leveraging the integration by offering unique experiences that Uber or Airbnb cannot easily replicate, such as personalised heritage tours, culinary immersions, and community-based initiatives.

The Global Implication
A successful pilot in Jamaica could become Uber and Airbnb’s blueprint for emerging markets, especially in tourism-dependent economies from Barbados to Bali. It could redefine how travellers book, move, and experience destinations, consolidating the entire journey into two apps and further entrenching the dominance of Big Tech in local markets.

Businessuite’s Final Take
“When Uber and Airbnb join forces, travel transforms. But will it uplift local economies or leave them stranded on the roadside of progress?”

The Jamaican government, tourism leaders, and small entrepreneurs stand at a critical inflection point. Embracing technological integration while crafting balanced policies will determine whether the island remains merely a passive stage for global disruptors—or becomes an empowered, co-creative player in the new travel economy.

By Businessuite Contributor

Continue Reading

Businessuite News24

India’s 10-Minute Delivery Boom: A Blueprint for Disruption—and a Wake-Up Call for Caribbean Courier Companies

While the Caribbean market differs significantly in terms of geography, population density, and infrastructure, India’s 10-minute delivery trend signals a major shift in consumer expectations and service standards that cannot be ignored. Caribbean courier and logistics companies must take this as a call to evolve or risk irrelevance.

Published

on

India is currently experiencing a radical transformation in its retail and logistics sectors, driven by the explosive rise of quick-commerce (q-commerce) and the 10-minute delivery promise. Platforms like Blinkit (Zomato), Zepto, Swiggy Instamart, and Flipkart Minutes are reshaping consumer expectations, retail operations, and supply chains through hyperlocal fulfillment and lightning-fast logistics. As the trend spreads across urban and tier-2 Indian cities, it offers both a glimpse into the future of delivery and a warning for other regions—including the Caribbean.

Inside India’s 10-Minute Delivery Revolution

The delivery model hinges on speed, convenience, and proximity:

  • Companies now offer a growing range of products—from groceries and snacks to electronics and pharmaceuticals—delivered in under 10 minutes.

  • Consumers, especially Gen Z and millennials, are driving demand for instant gratification, backed by digital platforms and mobile-first lifestyles.

  • The rise of micro-fulfillment centers or “dark stores”—small warehouses strategically placed within dense neighborhoods—makes this model viable and scalable.

  • AI-driven inventory management, smart rider dispatching, and urban logistics innovation are pushing the boundaries of traditional supply chains.

As a result, India’s urban logistics infrastructure is being reshaped, and tier-2 and tier-3 cities are becoming growth frontiers for quick-commerce and smart warehousing.

Implications for Caribbean Courier and Delivery Companies

While the Caribbean market differs significantly in terms of geography, population density, and infrastructure, India’s 10-minute delivery trend signals a major shift in consumer expectations and service standards that cannot be ignored. Caribbean courier and logistics companies must take this as a call to evolve or risk irrelevance.

1. Rising Expectations for Speed and Convenience

Consumers across the Caribbean—particularly in urban areas and among younger demographics—are becoming accustomed to same-day or next-day delivery through global platforms like Amazon, Shein, and even regional players. As q-commerce normalizes faster fulfillment, local consumers will begin demanding shorter delivery windows, even for basic items.

Action: Caribbean courier companies must optimize last-mile delivery using routing software, rider apps, and hyperlocal delivery hubs to reduce travel time and improve efficiency.

2. Opportunity for Micro-Fulfillment and Smart Warehousing

The Indian model shows the power of small-scale, decentralized warehousing. In Caribbean cities like Kingston, Port of Spain, Bridgetown, and Nassau, underutilized retail spaces and urban properties can be converted into dark stores or inventory depots to support fast local fulfillment.

Action: Logistics players and even supermarkets or pharmacies should collaborate to build shared micro-warehousing infrastructure, possibly using a cooperative model to manage costs and logistics.

3. Platformization and Tech Partnerships

Q-commerce in India is driven by advanced tech platforms, real-time inventory systems, and intelligent dispatching. Many Caribbean companies are still operating on legacy systems with little digital integration.

Action: Courier services must invest in tech-enabled platforms—either by building in-house apps or partnering with regional tech startups—to offer app-based ordering, real-time tracking, and integrated payment solutions.

4. Gig Economy and Flexible Workforce Models

India’s delivery model depends on a mix of full-time and gig delivery riders, supported by incentives and flexible shifts. The Caribbean’s informal workforce presents a similar opportunity.

Action: Embrace a gig workforce model with structured onboarding, safety protocols, and performance incentives—without compromising rider well-being.

5. Regional Logistics Integration

Small market sizes and geographic fragmentation in the Caribbean make it difficult to achieve India-style scale. However, regional integration—via a Caribbean logistics alliance or digital fulfillment network—could increase efficiency and reduce cross-border delivery costs.

Action: Policymakers and private players should explore multi-island logistics hubs, shared air/sea freight routes, and cross-border fulfillment platforms.

Challenges and Considerations

  • Urban infrastructure in Caribbean cities is often unprepared for high-frequency delivery services; road congestion and informal address systems remain issues.

  • High import dependency makes local warehousing more complex; inventory planning needs to factor in shipping times and customs clearance.

  • Worker rights and labor protections must be addressed early to avoid India’s growing criticism over gig worker exploitation.

  • Sustainability and profitability need to be prioritized; Caribbean companies cannot afford long-term losses in pursuit of unsustainable speed.

Conclusion: Learn, Localize, Lead

India’s 10-minute delivery boom presents a compelling case study in innovation under pressure. For Caribbean courier companies, the key takeaway is clear: consumer behavior is changing fast—and local businesses must move faster.

Rather than trying to replicate India’s model exactly, Caribbean firms should localize quick-commerce strategies, leverage technology, and reimagine urban logistics in ways that reflect the region’s unique strengths and constraints.

The companies that act now to digitize, decentralize, and adapt will not only survive but could lead a Caribbean logistics transformation—setting new regional benchmarks for speed, service, and customer satisfaction.

Continue Reading

Trending

0
Would love your thoughts, please comment.x
()
x