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Transport Operators In Jamaica Say They Are Ready To Embrace BOJ Central Bank Digital Currency Jam-Dex

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Transport operators say they are ready to embrace the Bank of Jamaica’s (BOJ) central bank digital currency Jam-Dex, and could do so in time for the new year if things fall in place quickly.

Aldo Antonio, co-founder and acting executive chairman of the National Transporters Alliance Group (NTAG), said he has been lobbying amongst transport owners to embrace Jam-Dex as a means of improving the efficiency of their operation and to reduce costs and security risks.

“I see Jam-Dex as something that would be significantly transformative for the public transportation sector and needs to be embraced,” Antonio told the Jamaica Observer.

But he said he understands if at the moment, his fellow transportation owners are not gung-ho, especially with the low levels of participation of both vendors and consumers using Jam-Dex.

“One of the things that we have recognised at NTAG is that you have to have sufficient numbers of people using Jam-Dex to make it feasible. So, no matter how many merchants there are, if there aren’t sufficient customers using it, then the merchants will become discouraged overtime and abandon it. It is a system which has to be pushed on both ends in an aggressive way because even if you have Jam-Dex through one of the wallets on your phone, if you don’t have enough merchants accepting it, it doesn’t make sense.”

He said he believes getting transport owners to use Jam-Dex as an acceptable means of paying bus and taxi fares will go a far way in helping to proliferate the use of the digital currency.

“We recognise that there are two things that Jamaican people do transaction with every day, that is food and transportation. So, if we can get them moving and paying for transportation using Jam-Dex on a daily basis, it increases the rate at which we can get the digital currency into people’s hands.”

Aldo Antonio, acting executive chairman of the National Transporters Alliance Group, is pushing to have his fellow bus and taxi owners and operators embrace Jam-Dex as a means of payment for rides.

“On the other hand, the bus and taxi operators, they have a major, major challenge on a daily basis, accounting for cash and we know how expensive it is to collect cash, store cash and pay cash to the bank. It is a time-consuming and costly process. With Jam-Dex and the digital wallets, the money goes into your account immediately so you can eliminate those kind of cost factors to worry about.”

He said it will also help to eliminate the worry transport operators have about making change for passengers.

“In most instances, for example, especially in the rural areas, the average fare is like $120 and in most instances, the operators would have been walking around with sufficient coins to make change after a passenger pays the fare or he has to collect a lot of these $20 coins and store them in the car on a daily basis. And so, what you will find sometimes is that they just can’t bother.”

For transport owners he said, leakages would be plugged.

Still, as he pushes to get his fellow transport owners to embrace use of Jam-Dex in their daily operation, Antonio said he understands that some are reticent.

“The obvious reluctance stems from them not seeing it available for them to use for transactions in their daily lives. So, for them, it’s something that people are talking about but they haven’t yet seen it around them. From that perspective, there is a sense of ambivalence, because they don’t see it around them.”

He said if there is sufficient take-up within the sector, passengers would be able to pay fares with Jam-Dex pretty soon.

“It is just a matter of having the facility on their phones. That can be done within the space of about four weeks. With that happening and training happening, then the sector could be in a position by January, if not before, to be able to accept Jam-Dex type payments.”

Antonio estimates that there are 25,000 to 30,000 transport owners in the country who ferry hundreds of thousands of people on a daily basis. Currently, Jam-Dex is available amongst 10,000 vendors with 200,000 people having access to the digital currency through the digital wallet Lynk, which is provided by the NCB Financial Group. JN Bank is expected to launch its JN Pay digital wallet before the end of the year and a third financial institution is now testing its digital wallet with the central bank. The central bank’s data show that about $257 million in digital currency is in circulation.

BOJ Governor Richard Byles last Monday expressed disappointment with the roll-out of the digital currency to date, saying he expected it to be more widespread at this stage that it is. Byles said deposit-taking institutions say it cost upwards of US$500,000 to develop the digital wallets to use Jam-Dex, suggesting that the cost has slowed progress in getting the digital currency out in the hands of consumers.

However, for Antonio, the cost of moving, securing and storing physical currency would make such an investment worthwhile if taxi owners and operators get onboard.

“Now you are not going to get everybody in the first go, but as more and more drivers accept it and get more comfortable with it, then you will find that people will gradually move towards it.”

“The sector has been discussing cashless because we recognise the benefits of it, but unless there are enough passengers to use it, they are not going to be too anxious to move towards it.”

Antonio suggests that with the pending fare increase, there is an opportunity for the Government to incentivise people to use Jam-Dex by giving them the digital currency as a credit of about $1,000 to subsidise the fare increase at the initial stage, especially, going into the Christmas period.

“We know, for example, that NCB Financial Group through Lynk has been spending millions of dollars to get people to use the digital currency and now has 10,000 merchants and 200,000 customers. Those numbers really tell you what it will cost to have national adoption and the longer it takes to be adopted is the more reluctant Jamaican population is going to be. We have to make a big splash like a quick sprint. The longer we drag it out, the worse it’s going to get. We need a massive injection to get people onboard.”

“This will also increase the number of financial institutions wanting to offer a digital wallet because their reluctance at this point is that there are not enough people out there to use it to facilitate the investments that are needed to get it going,” he opined.

SOURCE DASHAN HENDRICKS Business content manager hendricksd@jamaicaobserver.com

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Jamaica Market Entry via Acquisition: Uber Eats’ Potential Playbook

“An Uber Eats acquisition would be a seismic shift for Jamaica’s food delivery market—creating opportunities for founders and consumers, but risking local economic leakage, higher merchant fees, and reduced entrepreneurial diversity.”

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Photo: Dara Khosrowshahi is the CEO of Uber, where he has managed the company’s business in more than 70 countries around the world since 2017. Dara was previously CEO of Expedia, which he grew into one of the world’s largest online travel companies.

Why Uber Eats Might Acquire Instead of Build

Speed to Market: Buying QuickCart, 7Krave, or 876Get immediately grants local market share, existing user bases, merchant networks, driver fleets, and operational know-how.

Reduced Regulatory Friction: Local platforms already hold food safety, driver, and business licenses, reducing Uber’s compliance hurdles.

Brand Integration: Uber could rebrand or integrate these services into its global app, expanding usage from Jamaican residents to tourists familiar with Uber Eats abroad.

Implications for Each Stakeholder Group

  1. Founders & Investors (QuickCart, 7Krave, 876Get)

Upside:

Significant exit opportunity, likely in USD, providing liquidity for founders and early investors.

Possibility of retained leadership roles under Uber with wider Caribbean or LATAM responsibilities.

Risks:

Founders may lose autonomy and original company vision.

Possible earn-out clauses tying payout to future performance under Uber control.

  1. Employees & Riders

Upside:

Access to Uber’s training, operational standards, and global HR resources.

Broader career opportunities within Uber’s regional operations.

Risks:

Potential redundancies in overlapping roles (tech, operations, marketing).

Cultural dissonance as startup teams integrate into a corporate multinational environment.

Drivers/riders may see fee structure changes or platform commission increases to align with Uber’s global model.

  1. Restaurants & Merchants

Upside:

Access to Uber Eats’ massive global user base, including tourists seeking familiar apps.

Potential tech upgrades for order management, tracking, and analytics.

Risks:

Higher commission rates. Uber Eats globally charges 20–30%, while local platforms sometimes negotiate lower fees to retain merchants.

Reduced flexibility in merchant-platform negotiations.

Smaller restaurants could be squeezed if Uber prioritizes global fast food chains (e.g., KFC, Burger King) over local eateries for promotional visibility.

  1. Jamaican Consumers

Upside:

Familiarity with the Uber Eats app interface for returning Jamaicans and tourists.

Possible promotions, discounts, and free delivery offers typical of market entry campaigns.

Risks:

Potential price increases in the medium term if competition diminishes post-acquisition.

Loss of local branding and cultural nuances in app UX and marketing.

  1. The Jamaican Economy

Upside:

Inflow of foreign capital from acquisition payments.

Possible regional hub development if Uber centralizes Caribbean operations in Kingston or Montego Bay.

Risks:

Increased economic leakage: higher share of revenue remitted to Uber’s US headquarters rather than circulating locally.

Reduced competitive diversity if a single global player dominates food delivery.

Lower tax take if Uber structures revenues offshore versus local Jamaican platforms paying full GCT and corporate taxes.

  1. Government & Regulators

Policy Considerations

Competition Law: Does the acquisition create a near-monopoly in food delivery?

Taxation: Ensuring Uber Eats’ revenue is properly taxed locally, not just commissions passed to foreign parent companies.

Employment Protections: Assessing implications for riders/drivers in terms of contracts, benefits, and worker classification under a global platform.

Strategic Alternatives for Local Players

If acquisition talks begin, local platforms could:

Form a Defensive Alliance or Merger:

Combine QuickCart, 7Krave, and 876Get into a single “Jamaica Eats” superapp with combined merchant base, user network, and operational synergies to resist Uber’s entry.

Seek Regional Expansion:

Move into other Caribbean islands before Uber does, becoming an acquisition target at higher valuations or remaining the dominant regional player.

Enhance Differentiation:

Deepen loyalty programs, integrate Jamaican culture and brand identity, and provide services Uber Eats does not (errands, bills payments, direct merchant ordering).

Businessuite Final Take

“An Uber Eats acquisition would be a seismic shift for Jamaica’s food delivery market—creating opportunities for founders and consumers, but risking local economic leakage, higher merchant fees, and reduced entrepreneurial diversity.”

The government, regulators, and local platform founders must weigh short-term gains versus long-term sovereignty in the digital economy. As Uber Eats’ quiet “coming soon” notice warns, Jamaican innovation, consolidation, and policy readiness must accelerate now to keep the country’s food delivery ecosystem competitive, inclusive, and locally owned.

Jamaica, Is Uber Eats Coming Soon?

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Jamaica, Is Uber Eats Coming Soon?

Local platforms aren’t just incumbents—they’re innovators with diversified offerings, profitability, and brand loyalty. If they move fast—improving UX, expanding services, and forging local partnerships—they can front run Uber Eats, closing the window on foreign intrusion.

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Uber Eats: A Warning Sign?
The Uber Eats “coming soon” message on its site in Jamaica could hint at potential disruption to local delivery operators—just as Uber Rides shook up the traditional taxi industry using unregulated services. Will Uber Eats follow that model, or can local players fight back?

Meet Local Contenders

QuickCart

 

 

 

 

 

 

• Founded in 2016 (originally as QuickPlate), now serves ~40,000 users and has processed over US $1M in revenue
• Delivers food, groceries, meds, electronics, OTC and more across Kingston, Montego Bay, Portmore
• Monetizes through merchant commissions and delivery fees; claims unit-level profitability and steady growth

7Krave

 

 

 

 

 

 

• A dominant contender with 200+ restaurant partners (including KFC and Pizza Hut) and 4.6-star app rating from over 15,000 reviews
• Offers both restaurant delivery and “7KraveMart” grocery service.
• Grew from humble beginnings—10 restaurants, one driver—to hundreds of delivery bearers and ~400,000 customers island-wide

876Get

 

 

 

 

 

 

• An “ecommerce ecosystem” offering food, groceries, pharmacy, courier, and errand services island wide with multiple app interfaces (customer, merchant, driver)
• Combines real-time tracking, order updates, and broad coverage beyond just food .

Strengths of the Local Players

1. Deep Local Insight
They understand Jamaica’s logistics, road conditions, crime patterns, and consumer preferences—issues Uber Eats will need time to navigate

2. Diversified Service Offerings
QuickCart and 876Get go beyond food—into groceries, meds, electronics—creating resilience in fluctuating demand cycles

3. Community Trust & Loyalty
With apps rated 4.6 stars and glowing user feedback, platforms like 7Krave enjoy strong local brand reputation

4. Unit-Level Profitability
QuickCart’s reported solid margins per order position it well for scale without external subsidies

Strategies to Defend and Grow Market Share

1. Strengthen Local Partnerships
• Partner with more restaurants and retailers to secure exclusives before Uber Eats arrives.
• Work with local banks or telcos to integrate easy mobile payments, driving stickiness.

2. Enhance Customer Experience
• Launch loyalty programs and subscription plans (e.g., monthly delivery passes).
• Adopt advanced UX improvements—both QuickCart and 7Krave are investing in better app experiences
3. Broaden Service Bundles
• Build holistic offerings: eat + grocery + meds + courier + errand through a unified app—something Uber Eats doesn’t yet offer.
• 876Get’s multi-service model is a blueprint for resilience

4. Leverage Local Marketing
• Emphasize “locally owned and built” messaging, tapping into national pride as a differentiator.
• Sponsor community events or partner with local influencers.
5. Invest in Logistics Infrastructure
• Build a driver network with proper vetting, training, insurance—positioning around safety and reliability.
• Use real-time data and dynamic routing to optimize deliveries—something lacking among informal courier services.

Policy Levers & Support Role
Government can accelerate local success by:
• Offering grants or low-rate loans to support digital infrastructure and app upgrades.
• Ensuring parity regulations—Uber Eats must follow same licensing and health standards as local platforms.
• Collaborating with local apps to ensure small eateries and retailers are included before foreign platforms launch.
• Investigating economic impact—keeping more revenue onshore rather than flowing out via platform fees.

Final Take: Close the Door First
Local platforms aren’t just incumbents—they’re innovators with diversified offerings, profitability, and brand loyalty. If they move fast—improving UX, expanding services, and forging local partnerships—they can front run Uber Eats, closing the window on foreign intrusion.

But time is limited. With Uber’s global model looming, QuickCart, 7Krave, and 876Get must double down now—cementing their position as Jamaica’s trusted, home grown food and delivery ecosystem.

Jamaica Market Entry via Acquisition: Uber Eats’ Potential Playbook

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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.

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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.

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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.

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“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

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

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 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.

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