NEIGHBOURLY

The easiest way to keep up with everything

in your neighbourhood.
Submitted to:
Dr. Fadi Fayez

April 19, 2017

RES803, PGDIB
 Ritchyl Hernandez
Prateek Shah

NEIGHBOURLY
The easiest way to keep up with everything
in your neighbourhood.

1. Executive Summary

In this age and time of social media and digital space, almost everyone is “connected” to the net
(internet). For most businesses, the traditional brick and mortar model has now been replaced by a
virtual market place, and being “connected” or being “online” is now a way of life. Gadgets, especially
mobile phones, became important tools to go on one's daily grind. Social media such as Facebook,
Twitter, and Instagram, have all proven to be essential in being socially connected, and this is where
Neighbourly realized the need to be connected with one’s neighbours.

The first chapter of this paper shall discuss Facebook, how its business model started and how it evolved
to become the social media giant it is nowadays, being run after by companies for product campaigns
and advertisements and how it maintains its position on top. The next chapter introduces the
“neighbour” business model and the websites who use this model, namely GoNeighbour in Canada,
Neighbourly in the UK, and with more details on Nextdoor, being the one who pioneered this business
model. A thorough discussion follows about Neighbourly detailing its key features, the business strategy
used and presentation of the business model flowchart - showing its initial stage of the non-commercial
platform up to reaching its stage of commercial mode.

The report will follow a thorough comparison of Facebook with Neighbourly, highlighting the
similarities and differences in different aspects of the business such as accessibility and age limit, key
features, verification process, target market, market position, revenue generation, challenges and
competition. The report will end with a discussion on the future business model of Neighbourly.

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 TABLE OF CONTENTS
1. Executive Summary ................................................................................................................... 1

2. Introduction ................................................................................................................................ 3

3. Discussion .................................................................................................................................... 5

3.1 Facebook…………………………………………………………………………….……… 5

3.2. The Neighbour Business Model ……………………………………………………….…...10

3.2.1. Nextdoor .……………………………………………………………………………...10
3.2.2. GoNeighbour .……….………………………………………………………………...11
3.2.3. Neighbourly (UK) .……….…………………………………………………………...12

3.3. Neighbourly (NZ) ….……….……………………………………………………………...14

3.3.1. Business Strategy .…………..………………………………………………………...14
3.3.2. Business Model .……….……………………………………………………………...16
3.3.2.1. Non-Commercial .……….…………………………………………………….....16
3.3.2.2. Partnership …….……….………………………………………………………...17
3.3.2.3. Commercial Mode .……….……………………………………………………...19
3.3.3. Key Features …….……….…………………………………………………………...20

3.4. Facebook vs. Neighbourly (NZ) ….……….………………………………………..……...23

3.4.1. Similarities ……..…………..………………………………………………………....23
3.4.1.1. Accessibility and Age Limit ……...……………………………………………...23
3.4.1.2. Some Key Features …….………..……………………………………………...23
3.4.2. Differences …...……….……………………………………………………………....25
3.4.2.1. Verification Process.………...……………………………………………………25
3.4.2.2. Target Market .…….…..………………………………………………………....25
3.4.2.3. Market Position ……..………..………………………………………………….26
3.4.2.4. Revenue Generation ……………..………..……………….…………………….27
3.4.2.5. Challenges …………..………..………………………………………………….28
3.4.2.6. Competitors ………..………..…………………………………………………...29
3.4.2.7. Some Key Feratures …….………..……………………………………………...29

3.5. Future Neighbour Business Model ….……….………………………………………..…...32

4. Conclusion................................................................................................................................. 33

5. References ................................................................................................................................ 35

6. Appendices ............................................................................................................................... 40

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 2. Introduction

An attribute to the old saying, “no man is an island”, each person needs somebody, and if people can
connect even those from other parts of the world, people should be able to connect better with people
within the community where they belong to - their neighbourhood. This need was seen by the founders
of Neighbourly.co.nz namely Shane Bradley and Casey Eden while chatting over a couple of drinks and
having the realization that people nowadays "know more about their friends on the other side of the
world than people living right next door to them" (Neighbourly, 2017). “Overseas, similar websites
already exist such as Nextdoor.com, which has been used like an online neighbourhood watch to crowd
source crime spree information to assist police.” (McCallum, 2014). Other websites of similar nature are
Jelly, GoNeighbour and another with exactly the same name as “Neighbourly", but based in the United
Kingdom. Of all these, Nextdoor is the one described as “hugely popular” (Wishart, 2014).

The word “neighbourly” is defined by Collins Dictionary (2017) as synonymous to being helpful, kind,
social and civil, and this is what Shane and Casey attempt to do. “Neighbourly is a New Zealand owned
company founded in December 2014 by a team of individuals passionate about building stronger, safer
and more vibrant communities. It was born from the simple belief that we could all benefit from
knowing a few more of the people living around us” (Neighbourly, 2017).

Members of Neighbourly use the website “to interact on topics such as local events, after school
activities, crime and safety, council issues, local services or even lost pets. It also offers a crime
prevention service for members within its communities. Members are kept informed of any suspicious
activity and can also inform each other instantly of any urgent crime or safety updates via SMS text
message” (Neighbourly, 2017).

Its basic aim is to help members appreciate more their neighbours by getting opinion, help and in turn,
do the same for others and consequently develop a highly engaged community. Neighbourly is a finalist
in the “2015 NZI Sustainable Business Network Awards in the Community Impact category” (SBN,
2017), a clear indication of their success to make an impact to the increasingly engaging New Zealand
community.

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Neighbourly has been an interesting company to review because of the unique benefits it offers to its
members such as getting free stuff from people, honest recommendations and feedback on local
businesses within the area or being updated with matters concerning security and safety. In effect, it
makes something virtual become real and achieves its aim of helping people in a practical and
convenient means. The founders acknowledge that members “may not become besties” or even build a
relationship with their fellow neighbours, but they are expecting, that at the very least, members would
get to know a few of their neighbours with whom they can ask or offer help during emergency situations
(Wishart, 2014).

The purpose of this paper is to show that though social media websites may be similar in so many ways
especially in making its members (socially or virtually) connected, there are notable differences in the
business models used and features offered to its users. This paper will look into these unique features
and provide an insight to future researchers and those planning to emulate the business model used by
Neighbourly and Nextdoor. Due to time constraints in writing this paper, and the information available
and accessible to the authors, the authors used only secondary data available online to discuss theories
and concepts and to make assumptions on the business frameworks and business strategies used.

For ease of understanding, this paper will start by discussing Facebook, currently the leading social
media website, before introducing the “neighbour” business model. A short description of companies
who use the neighbour business model follows, but with a more detailed discussion on Nextdoor, being
the pioneer of this business model and Neighbourly’s inspiration when they started the business. A
comparison of Neighbourly with Facebook’s business model comes next, highlighting the similarities
and differences in business strategy, business model used, market position and key features. The
discussion will end by presenting the next or the future business model for Neighbourly.

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 3. Discussion

3.1. Facebook

As stated in the revised 2012 edition of ‘A Parents’ Guide to Facebook’ (Collier & Magid, 2012),
Facebook is a social networking website “developed by Mark Zuckerberg along with his fellow Harvard
College students and roommates, Eduardo Saverin, Andrew McCollum, Dustin Moskovitz, and Chris
Hughes”. It was launched on 4 February 2004. Initially, the websites membership was limited to just the
students of Harvard. However, the founders moderately added support for students from various other
schools and eventually to high school students.

Facebook derived its name from “face book”, a physical book or a web directory that contained photos
and names of all the students, faculties and staff at American Universities. The intention of face book
was to help students get to know each other. Face book was published officially by the universities and
unofficially by other people as well. As the universities took too long to complete the official face book
project, Mark Zuckerberg, out of frustration, started to create its own unofficial face book website. Then
it was called thefacebook.com.

Now Facebook can be accessed by almost any device like desktops, laptop, smartphones or tablets that
can connect to the internet. Facebook says “its mission is to give people the power to share and make the
world more open and connected” (Facebook, 2016). Facebook is used “to stay connected to family and
friends, to discover what is going on in the world and to share and express what matter to them”
(Facebook, 2016). Looking back, Facebook’s competitive advantage was that it features one's own set of
friends instead of looking for friends on the internet (Dworjan, 2017). Further, the features that allowed
its users to make the website “interactive” by hitting the “like” buttons and allowing the members to
express their own views by putting their own “comments” on their friends’ posted status or pictures.
This killed the competition with then famous social networking site “friendster” (Dworjan, 2017).

Facebook follows a distribution strategy and the key element behind this idea is the internet. This
strategy is not new as it is followed by many social networking websites (Mitchell, 2009). It is “a kind
of marketing mix strategy that focuses on how to effectively distribute their service to the end user and

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at the right time and place” (Learn Marketing, 2017). Efficient and effective distribution is important if
it wants to meet its objective.

Facts as of Quarter 1 of 2016 (Facebook, 2016):

1 – Daily active users on Facebook include 1090 million in 2016 compared to 802 million in 2014

2 – 989 million people are active via mobile application

3 – Facebook earned $5841 million in the 4th quarter of 2015

Facebook Business Model

• No earnings
Non - • A racted vast number of users
Commercial

• Revenue from different ads

• Investment is upcoming technology
• Dynamic changes according to diverse needs of users
Commercial • Investment in trending social media pla orms

*Note that this business flow chart was designed by the authors based on the articles relating to Facebook.

Looking at Facebook’s business model, it started out to be non-commercial since it was intended for
students’ consumption, solely for social purposes before the founders realized its business potential and
transformed the business model to an income-generating engine primarily through advertisements
because of its reach. Facebook has invested heavily in technology to maintain it’s rank on top and enjoy
its first mover advantage.

Facebook can incorporate advertisements in a number of ways namely “external websites ad, inline like,
app ad, page post, mobile app install, event RSVP, sponsored page RSVP” etc. (Salesforce, 2013).

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NEIGHBOURLY 7
Facebook mainly earns because of these advertisements. These advertisements are very valuable given
the amount of traffic this website receives and the time spent by each user on this website. About 70% of
its total users are active every day (Facebook, 2017). Facebook has invested in other social media
applications and websites like Whatsapp and Instagram. It generated revenues from Instagram as well,
and according to Gaurav Ghantkar (2016), Facebook has shown willingness to monetize whatsapp.

Key Features:

 User Profile – Also called as timeline, it is a personal profile that has photos, information about
that person, personal interests, contact information, etc. It also has posts that other people might have
tagged them, so on tagging a person that post is automatically is sent to the user’s profile.
 News Feed – It is a feature of Facebook where a user can see posts from different pages that he
has liked, posts from friends, posts from people the user is following, the sponsored content, ads,
posts that friends might have liked, or any such thing that Facebook thinks it is related to the user.
This feature is very unique and Facebook, as a social media website, was the first one to introduce

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 such feature that helps a user to be updated with the world. As the posts are from different people or
pages it helps the user to be updated what the world is doing including friends.
 Page – A page is a feature developed by Facebook, it is kind similar to a profile. The only
difference is that profile is for users but the page is created for “Local businesses or place, company
organisation or institution, Brand or product, Artist band or public figure, Entertainment, cause or
community” (Facebook, 2016). For example a page for jobs in specific place, a page for fans of a
specific actor, etc. A page, therefore, can be created for anything. It can incorporate images and posts
and also people can follow the page to be updated with the page.
 Events – Anyone can create and event. Then send requests for RSVPs
 Notes – introduced on August 22, 2006, it is kind of like a blogging feature that allows you to tag
and also embed images.
 Chat – introduced on 6 April, 2008, a messaging application that allows you to communicate with
other users.
 Gifts – Allows you to send virtual gifts to your friends. Its costs 1 USD to purchase it and allows
you to write a personalised message with it.
 Marketplace – introduced on 14 may, 2007, allows users to post classified ads for free. It is often
compared to craigslist by CNET
 Voice calling – on July 6, 2011, Facebook using Skype as its technology partner launched voice
calling.
 Games/ apps – There also a lot of applications and games inside of Facebook that any user can
play. He can then compare it with its friends and compete against him or even play with him. For
example Farmville, Texas Hold ‘em Poker.

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 3.2. The “Neighbour” Business Model

For purposes of establishing the context of this discussion, the term “neighbour business model” shall
be used to describe the business model used by Neighbourly and all other similar websites i.e.
Nextdoor (US), GoNeighbour (Canada) and Neighbourly (UK).

The neighbour business model does not work like how big social media works where big banner
advertisements pop up and millions of dollars are earned through online advertisement. Since funding
is inevitable, this section briefly explains how these websites keep their organizations financially
afloat. In addition, a short description of the websites using this business model shall be presented
and how each of them uniquely operates in the digital space.

3.2.1. Nextdoor

Nextdoor is a US-based private social network founded in 2010 by a group of experienced

technology executives namely Nirav Tolia, Sarah Leary, Prakash Janakiraman, David Wiesen
(Crunchbase, 2017). With its headquarters in San Francisco, California, it aims to provide a trusted
platform “where neighbors work together to build stronger, safer, and happier communities, all over
the world” (Nextdoor, 2017). It is currently available in the US, the Netherlands, and the UK.

Its key features include the following:

 Share local recommendations

 Sell/give away household items
 Publicize local events
 Information about crime and safety issues
 Find Neighbours in the directory
 View a neighborhood map
 Ask for advice
 Agency Polls
 Search for local service providers
 Local Pages for anyone offering product/service

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As stated on their website, it is “privately funded by venture capital firms, namely Benchmark Capital,
Greylock Partners, Kleiner Perkins Caufield & Byers, Tiger Global Management, and Shasta Ventures
as well as other investors and Silicon Valley angels” (Nextdoor, 2017). Venture capital firms, as defined
by Business Dictionary (2017), may be “government, semi-government, or private firm that provides
startup or growth equity capital and/or loan capital to promising ventures for returns that are higher than
market interest rates”. It is “for startups without access to capital markets and an essential source of
money where risk is typically high for investors” (Investopedia, 2017).

Recently, Nextdoor begun testing sponsored content from a select group of businesses, whom they
believe have valuable products and services to share with their members (Nextdoor, 2017). As Nirav
Tolia (2017), CEO and co-founder of Nextdoor expressed, they have not yet focused on revenue or
monetization. It is currently not generating income yet and is financially dependent on the venture
capital firms.

Signing up is free, but address verification is necessary to complete the registration process. Thus, an
invitation letter will be sent via postal mail to the residence address to verify the identity of the person
who wants to become a member. If this is not possible, other alternative options are provided to verify
the residence address such as sending a scanned copy of a billing (Nextdoor, 2017).

3.2.2. GoNeighbour.Org

Founded by Nash Krishnan in September 25, 2013 (Data Log, 2017), GoNeighbour is a Canadian
Neighbourhood Social Network, a Social Enterprise, a user-friendly and interactive platform created
by neighbours for neighbours, with its primary objective to help connect neighbours that go beyond
virtual relationships to create real world connections towards building a stronger community. Its
office is registered in Mississauga, Ontario, Canada, and currently has thousands of users over
hundreds of communities across Canada who are using this site to discuss local issues affecting
neighbourhoods, from the most critical ones such as crime or new laws for implementation, to more

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 personal matters of interests such as hobbies or sports. Aside from local neighbours, these have been
proven to be very useful for specific groups namely neighbourhood groups and government.

GoNeighbour is currently run by volunteers and self-funded, but donations are welcome (RMRA,
2014). Signing up is completed by verification of the IP address of the email address used by the
person. This will ensure that only local folks are accepted as members in a local neighbourhood
portal.

3.2.3. Neighbourly (UK)

Neighbourly is a “social platform that connects local community projects with companies that want to
make a difference by pledging money, resources and volunteer days” (Davies, 2017). It is a "for-profit
company with a social mission to help charities and local causes connect with people and businesses that
can provide help, in a way that's free for projects, in short, a ‘profit on purpose'” (Neighbourly UK,
2017). Neighbourly tries to address different needs of local causes seeking assistance and connect them
with businesses and individuals who want to help (Metia, 2017). As its founder, Nick Davies (2017)
shared, the platform was launched in July 2014, and in 2015, it has extended its remit to connect
retailers’ food surplus to community groups and charities, feeding those in need. The start-up began as a
portal through which charities could receive food donations from high street brands, as a way of
addressing food waste problem by giving surplus food to community projects (Burn-Callander, 2016). It
has established partnerships with companies such as Marks & Spencer, Starbucks, and Heineken and has
made connecting simple (Tech4Good Awards, 2017).

Neighbourly is currently operating in “United Kingdom, Guernsey, the Republic of Ireland, Isle of Man,
Jersey, and Netherlands” (Neighbourly UK, 2017). It is “free to use and no money is collected to set up
projects, events or fundraising drives” (Neighbourly UK, 2017). It earns money to sustain its website by
charging companies an annual subscription and any individual can also make a donation where
Neighbourly “charges only a small transaction fee to cover the costs incurred - now at 5% of the gross

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donation” (Neighbourly UK, 2017). Signing up is done through registration and verification of email
address or other social media sites i.e. Facebook, Twitter, LinkedIn, and Yammer (by SAP).

To better illustrate the dates of creation of these websites, see flow of sequence below:

Nextdoor seems to have pioneered this business model. Neighbourly admitted that Nextdoor caught their
attention and it “garnered a truckload of press in North America for its approach, which borrows heavily
from social media” (Keall, 2014). Certain similarities in the key features of Nextdoor and Neighbourly
(NZ) are clearly seen, including the verification process where members have to wait for the postal mail
containing the verification code to complete the registration process.

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 3.3. Neighbourly

As briefly introduced in the previous chapter, Neighbourly is the social media website intended for the
neighbours. As what others put it, it is the “Facebook for neighbours” except that it is more secured and
private (MatthewC, 2014). This is due to “a couple of strict verification methods in joining
Neighbourly” (MatthewC, 2014), i.e. one is the use of real name unlike in Facebook where one can
easily hide one’s identity, second is the use of real residence address where the verification code is sent
to complete the sign-up process, just like how Nextdoor and even the local banks in New Zealand do to
verify the identity and residence of its users.

3.3.1. Business Strategy:

When founders Bradley and Eden were looking for successful overseas examples in offering a product
or services to address a universal need, “US site Nextdoor.com caught their eye” (Keall, 2014). Hence,
Neighbourly is said to have used the imitation strategy where “competitive intelligence and
benchmarking are undertaken to assess the market drive capacity of rivals or excellent enterprise from
other industries in order to copy them” (Valdani & Arbore, 2007). The said universal need, which
“exists when the tastes and preferences of consumers in different nations are similar, if not identical”
(Hill, 2015, p. 394), was the need to be ‘connected through social media’ since “social media has
become almost a necessity in today’s world” (Glenn, 2013).

Suffice it to say, Neighbourly is considered to have enjoyed a first mover advantage for gaining a
“competitive advantage by virtue of being the first to bring a specific product or service to market”
(Investopedia, 2017) since there had been no other business model the same as Neighbourly when they
first launched it in 2014. Hence, they were able to establish a “strong brand recognition and customer
loyalty before other entrants to the market arise” (Investopedia, 2017). To date, no other website
operates like Neighbourly even those considered as the closest competitors i.e. Spacehive (Spacehive,
2017), Citizinvestor (Citizinvestor, 2017) and Justgiving (Justgiving, 2017).

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Neighbourly’s initial marketing strategies to become visible to the community included “old fashioned
hard copy fliers to sign up residents in five Auckland suburbs followed by commercial attempts to build
buzz (including Yellow Local), which tried to build community sites around schools, and the initial
iteration of NZ Post’s subsidiary, Localist” (Keall, 2014).

According to Keall (2014), the founders believed in the strategy of “building a community first before
trying to make money off the site”, that is, f”inding some common ground and building trust first”. They
further added that the best approach to implement this strategy is to introduce “feel-good stuff with a
sensible commercial approach if business owners have pockets deep enough to build the audience for
the first few months before hitting them with special offers” (Keall, 2014), or as Sarah Moore -
Neighbourly’s Head of Communications, puts it, “by feel-good factor: doing something good with a bit
of capital, which was initially mostly from Bradley’s GrabOne exit” (Wishart, 2014). This is actually a
good strategy to use since people nowadays are smarter than before and are more aware of almost all
types of marketing strategies used by companies in advertising and selling their products. Further, the
feel-good factor makes it easier for people to be more open and receptive to ideas and eventually, even
to products or services offered. Moore further pointed out that Neighbourly “will be monetized in some
way at some stage” (Wishart, 2014) but they will be very careful in making their next move so as to take
care of the trust they have built and the engagement they enjoy from their members.

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3.3.2. Business Model:

To better illustrate the business model of Neighbourly, see flow chart below:

*Note that this business flow chart was designed by the authors based on the information gathered from secondary data.

3.3.2.1. Non-Commercial:

Like Nextdoor, the initial business model of Neighbourly was designed to be non-commercial during its
soft launch and it continued for months “to have time to build up a sense of community and trust”
(Keall, 2014). It was initially privately funded primarily by one of its co-founders, Bradley (Bagge,
2015), who I”nvested in Neighbourly to increase a sense of community throughout New Zealand”
(Neighbourly, 2017). It became a communication platform (Holly, 2014) used by community
organisations to find volunteers for local events, and councils use it to communicate news reports
(Tauranga City Council, 2015) and important announcements such as weather warnings and road

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closures (SBN, 2017). Neighbourly was looking for organisations that will benefit a local community,
those who were “good at what they do but not good at putting messages out” (Wishart, 2014) i.e. local
hospices, churches, schools, local boards, police and the like. They want these organisations to sign up
and use Neighbourly as a noticeboard.

One of the key features of Neighbourly is its ability to build and grow voluntary leads. Leads are active
Neighbourly members who ensure Neighbourly is a great resource for their suburb (Holly, 2014). Leads
participate through the exchange of information such as stories, request site features and good news
stories. This was also taken from Nextdoor’s strategy in looking for volunteers who will be localized
Neighbourly manpower responsible for monitoring posts and flagging inappropriate ones, recruiting
member volunteers, creating the ‘about sections’ of the neighbourhoods and giving the new members a
welcome and guide on how to use the site (Wishart, 2014). In the process, this contributes to building
and developing a highly engaged community. In addition, not all sites encourage the older people’s
participation and this is what differentiates Neighbourly from the rest - a number of senior members are
active on this site (Age Concern, 2017), making it a stronger community across ages.

Job vacancies are also posted in the ‘Local Jobs’ feature of Neighbourly, helping the community boost
its economy, by helping the companies or local businesses within the area to provide employment to
those who need it, even those individuals who just want to earn. This, in turn, gives them more
purchasing power that consequently helps the local businesses thrive amidst the challenges of high rental
fees, logistics support, and increasing competition. Likewise, those who need help or service that may be
provided by their fellow neighbours within the community may conveniently do so without spending
much since they are not forced to get someone who will demand a very high service fee since he had to
spend much on transportation.

3.3.2.2. Partnership:

According to Mohr and Spekman, companies can only become successful in doing partnerships if there
is “commitment, coordination, interdependence and trust” (Tuten & Urban, 2001, p. 159). Neighbourly
was able to keep its organization financially afloat to sustain their day-to-day running of the site through
the help of their six partner companies i.e. ANZ, AMI, BP, Contact, Spark and The Warehouse, with
“upcoming partnerships with Far North District Council and Christchurch City Council” (Bagge, 2015).

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Neighbourly’s partnership with Fairfax Media is a good example of social commerce. “Fairfax Media is
an innovative, integrated multi-media business with strong brands across multiple platforms including
newspapers, magazines and digital” (Fairfax Media, 2014). “It has two national, nine daily and 66
community newspapers, 25+ magazines, and market leading website, stuff.co.nz and they consider
providing genuinely local content as their unique strength and in turn, is highly valued by their readers”
(Fairfax Media, 2014). Their partnership with Neighbourly further strengthened their presence in the
local communities by connecting to them individually through an interactive discussion on critical issues
that “allows them to share their views and build community spirit” (Fairfax Media, 2014). The
partnership with Fairfax has also helped raised the profile of Neighbourly through “geo-targeted
advertising or column space to share some of the incredible stories that come out of the site every day”
(Bagge, 2015).

Aside from Fairfax Media, Neighbourly also partnered with British Petroleum more commonly known
as BP, which helps pay for the day-to-day running of the website as well as financially support the
platform’s ongoing development (Cotton, 2015). In return, BP is given the opportunity to discuss the
issues they want to talk about with its members. Allowing contents sponsored by the partners, is also
one way of helping the partners promote their business with Neighbourly team, carefully curating the
sponsored content, says Eden (Cotton, 2015). These sponsored contents may be in the form of “product
reviews and recommendations known as consumer-generated media on websites to bringing sellers and
curators of online stores” (Stephen & Touia, 2008, p. 4).

To better support community organisations and projects, Neighbourly also teamed up with Allied
Mutual Insurance or AMI where “Neighbourly members and organisations can apply for a grant to help
them with projects that will benefit their local community, or for projects they want to get off the
ground” (AMI, 2017). This also helped strengthen the community engagement.

All these features helped Neighbourly in growing its members, as evidenced in the report by Techcrunch
saying that Neighbourly is used in one in six neighbourhoods (Wishart, 2014) and it’s rank continues to
rise (Similar Web, 2017).

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3.3.2.3. Commercial Mode

With over 338,000 households as of August 1, 2016 (Advertise: Fairfax Media, 2016), it is considered a
good business partner as it provides opportunities to target New Zealand neighbourhoods on a hyper-
local basis, by allowing businesses to drill down to street-level or even connect at house-to-house level
helping businesses and brands connect with Kiwis on a personal level from as basic as its online
business directories to more sophisticated national solutions i.e. sponsorships, bespoke builds and
integration with their partner newspaper (Advertise: Fairfax Media, 2016).

The “Neighbourly site will always be free, assured by Eden, but there will be value-added features that
will be included where members will be asked to pay” (Keall, 2014). In 2015, Neighbourly launched its
business platform (Lin, 2015), which allows businesses to create a listing in the local directory and focus
on connecting local residents to these businesses through this directory. These business listings are free
but there are paid options, which allow the business to post articles to local news feed (Search Masters,
2017). The business platform furthered the aim of creating an online space where the content was local
and relevant to people based on their local communities and is expected to benefit small to medium
businesses available in the community i.e. food and beverage, health and beauty and trades and services
(Lin, 2015). Thus, it aims to connect members to local organisations and companies providing products
and services, making it more than just a social media but a social commerce that connects sellers and the
target market. It’s “closing the gap, giving businesses a chance to reach the people living nearby, keep
their messages local and relevant and a great way for local businesses to find local employees and boost
the community economy” (Bagge, 2015). According to Sarah Moore - Neighbourly’s Head of
Communications (Bagge, 2015), Neighbourly also supported marketing campaigns of some big brands
such as Pedigree Found, Panasonic, Generate, Countdown and Fonterra. It now “has 1400 organisations
using Neighbourly and has launched official partnerships with Age Concern, Red Cross and six official
council partnerships i.e. Hastings, Napier, Whakatane, Whangarei, Taupo, Tauranga and Rotorua”
(Bagge, 2015).

Neighbourly’s shift to commercial mode, unlike other social media sites such as Facebook, “didn’t have
any big banners or directory ads” Mr. Eden says (Keall, 2014). The companies “weren’t also asked to

NEIGHBOURLY 19
pay an annual fee, Yellow Local or Localist style, rather a performance-based advertising, as envisioned
by Eden” (Keall, 2014) where he gave the example of “a butcher in St. Helliers, who only wants to
target people within a 5km radius” (Keall, 2014). He said that business owners will always be willing to
pay for every effort or service that will translate these potential customers to actual customers. As
Fairfax Managing Director Simon Tong pointed out, Neighbourly is “not selling ads. The sponsors are
using it to meet their obligations under corporate social responsibility working on the key premise of
trust and relevance to the community, a digital version of community papers” (Bagge, 2015). Other
business owners may also avail of premium, sponsored and featured posts that are paid so they can
market and promote their products and Neighbourly makes use of this growth strategy (Neighbourly,
2017).

3.3.3. Key Features of Neighbourly

NEIGHBOURLY 20
 Retrieved from: https://www.neighbourly.co.nz/neighbourhood-nearby

The key features of Neighbourly, as seen on their website (2017), are classified into three sections
namely All (user's) Activity, Classifieds, and Toolbox, but all classifications try to address the members'
needs and are a useful tool for companies who wish to connect with New Zealand neighbours.

The first section, All Activity, has six features:

1. Noticeboard
2. Crime and Safety
3. AMI Community Grants
4. Home Contents Locker
5. Make the Most of Waste
6. Neighbours Day

The Noticeboard is like the announcement board where one can share general updates with the other
members. Members use this page to talk about local issues, share neighbourhood history or announce
local volunteering opportunities. Crime and Safety, on the other hand, is a feature to alert neighbours by
sharing suspicious activities or anything of concern, reporting an incident that happened nearby,
providing tips and advice on keeping your neighbourhood safe, and discussing how the community will
react in the event of an emergency. The third feature is the AMI Community Grants, where members
can ask help and at the same time support community projects, they are involved in.

One unique feature of Neighbourly is the Home Contents Locker. It is user-friendly, free online tool one
can use to store information about valuable items in the house. Recording product information and serial
numbers can assist Police in tracking down any stolen items and can assist the member’s insurance
company if they need to make a claim. The feature ‘Make the Most of Waste’, allows members to post
about their inorganic collection item and offer it to others who might be interested in getting it for free
or purchasing it at a relatively lower price. This feature believes that what may be trash for some are
treasures for others. Last, the Neighbours Day feature is a new feature that updates members on planned
neighbourhood celebrations.

The second section, Classifieds, also has six features:

1. Buy, Sell & Trade

NEIGHBOURLY 21
2. Free Stuff
3. Local Jobs
4. Lost and Found
5. Recommendations
6. Rent, Hire or Borrow

The Buy, Sell & Trade feature serves as a digital marketplace that members can share with their
neighbours to market their products, while the second feature, Free Stuff allows one to share with
neighbours free stuff to give away. Local Jobs is a feature to find great local staff or to find a great local
job where one can post a vacancy or find a vacant posting within the neighborhood. A more common
feature is Lost and Found where members are allowed to post lost or found items of members. The
Recommendations features, allow members to share their favorite service providers or ask their
neighbours' feedback in helping find professionals or skilled workers or service providers like
babysitters, gardeners, hairdressers, etc., a good way to get feedback from past clients. The Rent, Hire or
Borrow feature is especially helpful for those finding a place to live, but also provides options for
renting a car or borrowing items.

The third and last section, Toolbox, has eight features:

1. Inbox
2. Neighbours
3. Organisations
4. Businesses
5. Publications
6. Groups
7. Events
8. Public Notices

Inbox works like a personal messenger of Facebook, Instagram, or LinkedIn where one can send private
messages to other members. The ‘Neighbours’, ‘Organisations’ and ‘Groups’ acts like a directory that
lists down all members, organisations and groups who are members of Neighbourly. Likewise,
Businesses and Publications lists down all local businesses and local publications, respectively. Last, the
features that make the members become updated with upcoming activities are Events and Public
Notices.

NEIGHBOURLY 22
3.4. Facebook vs. Neighbourly

3.4.1 Similarities of Facebook and Neighbourly

Though both Facebook and Neighbourly operate as social media sites, Eden said that “he doesn’t see
that Neighbourly will be a direct competitor to other social media sites like Facebook or Twitter, just
that it’s a utility to use when you need it.” (MatthewC, 2014). Just the same, there were a few noted
similarities in accessibility and some key features, see short descriptions below.

3.4.1.1. Accessibility and Age Limit

Upon confirmation of membership, users can access Facebook and Neighbourly by having an internet
connection. Though Facebook introduced notifications and status updates via text messaging, any user
cannot have access to all the features without having an internet connection. In addition, a console is
also needed like a laptop desktop or a mobile phone. Likewise, Neighbourly’s key features can only be
accessed by having an internet connection and a console or platform such as a computer, tablet or
mobile phone, and both of them have 13 years old as their age limit to be eligible to become members
(Stuff, 2015).

3.4.1.2. Some Key Features

The ‘Noticeboard’ feature of Neighbourly is similar to Facebook’s ‘Newsfeed’. It is the place where one
can see what is happening to its members from any part of the world. While Facebook shows just posts
from friends, recommended posts or posts from pages where the members have been subscribed to,
Neighbourly shows posts from the members’ current neighbours and some sponsored content. In relation
to this feature, Neighbourly’s ‘Neighbours Day’ allow members to create events and share it with other
members as well as its ‘Events’ features which also allows members to send invitations to the said
events created. When compared with Facebook, the ‘Events’ feature allows Facebook users to create any
event and share it with friends.

The ‘Groups’ feature of Facebook and Neighbourly may vary in terms of the members since
Neighbourly’s ‘Groups’ are those close to the members’ geographical area, as opposed to Facebook’s
Groups which allows the member who created it to have the freedom to choose who will be the

NEIGHBOURLY 23
members of the said group created. However, the fact still remains that both serves the same purpose of
allowing the members to form groups.

Both Facebook and Neighbourly have messenger features i.e. Facebook’s (private) messenger or more
commonly known as PM and Neighbourly’s ‘Inbox’ features. Though PM is installed separately from
Facebook’s app, it was once part of Facebook’s app in the early days and serves the same purpose as
Neighbourly’s ‘Inbox’, which is to send and receive private messages that members do not want to be
posted. Last, The ‘Buy and Sell’ feature of Neighbourly is the same as Facebook’s ‘Marketplace’ where
members can advertise, market and sell their products. It is under the Classifieds section and in fact,
Neighbourly promotes this by saying to its members, “You can use the classified section on Neighbourly
as a digital marketplace that you can share with your neighbours.” (Neighbourly, 2017). See a snapshot
of the said feature below:

Retrieved from: https://www.neighbourly.co.nz/category/buy-sell-trade/nearby

NEIGHBOURLY 24
3.4.2 Differences between Facebook and Neighbourly

Any information shared with Neighbourly “doesn’t come up on search engines” (Wishart, 2014), this is
probably the most important difference of Neighbourly with Facebook, as their way of upholding the
privacy of their members. Further, there are other items aside from its key features where the sites differ,
see list below.

3.4.2.1. Verification Process

Unlike the most popular social networks like Facebook or Twitter where true identities of members may
be hidden, Neighbourly does not experience issues such as nastiness and defamation since “it is private -
only those living in a suburb can join that suburb's group” (Slabbert, 2014). Neighbourly verifies the
identity of its members “by having a vetting procedure which is similar to Trade Me's, where people
sign up, but to become vetted you need to wait to get a confirmation letter sent to your home” (Slabbert,
2014). By revealing one’s true identity and place of residence, it helped its members become more
cautious in posting information or comments, aside from having the posts moderated by the Neighbourly
administration.

3.4.2.2. Target Market

When Facebook was created, it was only open for the American university students and was made for a
different purpose. However, today, Facebook is open for everyone except the children under 13. As far
as education is concerned, Mark Zuckerberg doesn’t care if the users of Facebook are educated or not. In
fact, he also wants poor people to have Facebook accounts and be connected. Facebook has a social
presence in 137 countries, compared to other social networking websites, which are present in 127 of
those countries. Therefore Facebook is present in 10 more countries. Even if it seems as if it is a small
number, it is surely an achievement (Poland, 2017). Neighbourly, on the other hand, targets the people
within a specific neighbourhood/zone in New Zealand.

NEIGHBOURLY 25
3.4.2.3. Market Position

Facebook’s market share in terms of popularity is 43.9% when compared to all the other websites, where
1% of market share is approximately 37.22 million visits (Kallas, 2016), followed by Youtube then
Reddit, twitter, Instagram and so on. It used to have a market share of 65% of social networking users,
as of 2011 (Thépot, 2012).

Neighbourly ranks 195 in its category, 151 in its country and 40,760 globally. It has about 1.20M total
visits and has a growing number of visitors from Australia, aside from its home-country, New Zealand
(Similar Web, 2017). See snapshots below taken from https://www.similarweb.com/website/neighbourly.co.nz.

NEIGHBOURLY 26
3.4.2.4. Revenue Generation

Neighbourly, like Facebook, was formed not to be commercially sound at first. It was initially privately
funded primarily by one of its co-founders, Bradley (Bagge, 2015), before they allowed partnerships
with big companies who helped them fund their daily operations. Today, aside from these partnerships,
Neighbourly “helps businesses and brands connect with Kiwis on a personal level from as basic as its
online business directories to more sophisticated national solutions i.e. sponsorships, bespoke builds and
integration with their partner newspaper” (Advertise: Fairfax Media, 2016).

Unlike Neighbourly, Facebook generates revenue by incorporating advertisements since it has high CTR
(click through rates). CTR is click on advertisements divided by the number of page views. Facebook
generated 8629 million USD in the ending of the year 2016 through advertisements (Facebook, 2017).
In the 2000’s Facebook allowed data mining. It used newspapers and internet sources to supplement
profile information, but now it is prohibited.

Below is a snapshot of a page on Facebook where one can create his advertisement on Facebook.

Retrieved from: https://web.facebook.com/ads/manager/creation/creation/?act=148825656&pid=p1#_=_

NEIGHBOURLY 27
3.4.2.5. Challenges

One of the biggest challenges faced by Facebook is that it is still banned in some countries like Saudi
Arabia, Tajikistan, and China. This is because of the laws and regulations of the countries that do not
allow Facebook to operate in those countries due to some security reasons. The other challenge is that
the poor people from the countries who do have access to Facebook cannot access Facebook because
they cannot afford the internet services, computers, or mobile phones. Neighbourly, on the other hand,
may not be faced with the same challenge with Facebook since the target members belong to a certain
neigbourhood or community. However, the challenge for Neighbourly remains on whether it will be
accepted by people especially those who belong to highly urbanized areas, e.g. Auckland Central itself.
Though there had been an increasing number of members in the suburbs in New Zealand, it has not been
proven to be widely accepted especially in the urban areas.

There are also security and privacy issues faced by Facebook. The ability to sell private information to
third parties is taken care of by not allowing third parties to access public profile unless the individual
lets them in (Fire Brand, 2012). Hackers hack the profile and retrieve all the private information of
users. Worms and other dangerous data-mining viruses will always be a threat for Facebook. This is the
major challenge for Facebook, the security of private information. Neighbourly may not be spared from
the hands of the hackers, but since the members may not be significant for the hackers to be interested
with, unlike Facebook, it might not catch the attention of the hackers. However, if members use certain
features of Neighbourly that would give them certain information of the members that were supposed to
be secured like items inside their houses under the feature ‘Home Contents Locker’, this may be used to
profile members who may be subject to threat.

Another challenge that Facebook has always struggled with, is its ability to stay on top, where they
should always consider user tastes and preferences and invest heavily on the latest technological
advancements to be the preferred social media website. Neighbourly, on the other hand, is struggling to
reach the top, being on its infancy stage, and they look up to Nextdoor’s next move to finalize their
plans.

NEIGHBOURLY 28
3.4.2.6. Competitors

Social media websites like Twitter, Myspace, LinkedIn, Google+, Groupon, YELP etc. compete with
Facebook. Facebook also competes with companies that develop applications that replicate the
capabilities or features of Facebook such as messaging, microblogging etc. Facebook also faces
competition from unlisted companies such as Pinterest, Snapchat, Flickr, etc. Comparison of Facebook
with its competitors can be done in various ways and on various issues like total revenue, percentage of
growth, active users, etc. but to keep it short, it can be said that Facebook is the most popular social
media website despite the number of competitors in its field (Neilson, 2014).

Neighbourly, though there may not be a direct competitor within New Zealand, is competing with
Spacehive (Spacehive, 2017), Citizinvestor (Citizinvestor, 2017), and Justgiving (Justgiving, 2017) in
terms of crowd funding (Spacehive, 2017), and civic engagement (Citizinvestor, 2017) and global
fundraising (Justgiving, 2017). None of these competitors has the same features as Neighbourly, only
bits and pieces of what Neighbourly and offers to the community. The biggest competitor that
Neighbourly can consider would be Nextdoor since Nextdoor’s plan extends to all parts of the world. If
Neighbourly will not be able to capture the whole New Zealand or even Australia market, they won’t
stand a chance when Nextdoor plans to enter these markets.

3.4.2.7. Some Key Features

There were also a number of features that are unique to Neighbourly. To begin with, Neighbours can
only see Neighbourly members within their neighbourhood and if they change their residence location,
then they will be transferred to their new neighbourhood and will only see the members from their new
neighbourhood. The members they can see and connect are not based on their choice but based on their
geographical location or the neighbourhood where they belong to. In contrast, Facebook connects
everyone, anywhere and anytime and Facebook users can search other users and add them to their list of
friends to establish that connection and see them on their own walls and newsfeeds.

The ‘Crime and Safety’ feature is one of the most important features of Neighbourly, which updates its
members of any crime or suspicious activity within their neighbourhood. Facebook doesn’t have this

NEIGHBOURLY 29
feature as well as the ‘Home Contents Locker’ that allows Neighbourly members to create a list of their
valuables for easy filing of claims with their insurance companies should something unfortunate
happens.

The list of ‘Organisations or Businesses’ exist in Facebook by creating a page, but unlike in
Neighbourly, where users do not create the page, they can Features as part of these businesses within a
neighbourhood after ‘adding’ their companies under the Businesses Toolbox and the organisation they
want to be part of Neighbourly just needed to be ‘signed-up’ for it to be part of the list.

Another feature of Neighbourly that proves to be important for its members is the ‘Recommendations’
feature under the Classifieds section. The said feature, which does not exist in Facebook, recommends
local businesses and service providers within the neighbourhood and gives feedback as well to other
members. This feature is also used to search for certain products or services. Thus, this is where
neighbours and businesses meet, providing benefits for both the members and the local businesses
within the area.

The ‘Local Jobs' feature works like a job search engine. However, not all posting vacancies are
companies looking for employees, some are looking for unofficial part-time WhatsApp such as
housework, tutor or even casual driver, which are mostly the jobs available within the neighbour.
Neighbours also post should they need employment. There is no such feature on Facebook, but to make
people aware of the available local jobs, Facebook users will have to create a page or post such
vacancies on their wall. Another feature related to public service is Neighbourly’s ‘Notices’ feature,
which acts as its Public Local Noticeboards. Facebook does not have this feature, but this feature is
deemed, for local communities since it posts
and discusses very important issues within a
local community. Another feature that
Facebook does not have is Neighbourly’s
‘Publications’, where members can freely
view the local publications within their area.
See a snapshot of the said feature, on the right.

Retrieved from: https://www.neighbourly.co.nz/e-edition/nzfarmer/16061

NEIGHBOURLY 30
The next feature ‘AMI community Grants' is also not present on Facebook. This feature in Neighbourly
allows members to ask for support for community projects and is almost the same as Spacehive and
Justgiving.

One of the features that really makes Neighbourly quite popular by word of mouth is their ability to give
out free stuff, which is not existing with Facebook. Neighbourly does this through its multiple features,
starting off with ‘Make the Most of Waste’. It is what the members use when they want to give out
inorganic items and this is one of the most viewed features as well since who does not want free items?
The ‘Free Stuff' feature has the same function as the previous feature where members can post their free
stuff and other members will claim it on a first come first served basis, normally collected from the
place of the member giving out the item. There is no such feature on Facebook since users would
normally sell their items and not just give it away. A feature related to this is the ‘Rent, Hire or Borrow’
feature, which as the name suggests allows members to rent, hire or borrow things. Again, no such
feature is available on Facebook. Last on the list is the ‘Lost and Found’ feature which will only be
significant for Neighbourly members that is why it is not existing in Facebook.

All these features are supposed to make Neighbourly attractive for people in the local community to
join, however, this may not be true to urban communities where areas are highly commercialized and
more often than not, all the local businesses needed by the neighbourhood are easily addressed because
of its availability to the community. It was also observed that people tend to interact less with their
neighbours in urban areas as compared with rural areas. It is also not common for people to give out
inorganic items for free to fellow neighbours due to lack of interaction, thus, this may pose a challenge
for Neighbourly in growing their reach. The probable impact to many may not be felt as well because
unlike Facebook, the need to be connected with one’s neighbour may not be considered as a universal
need. If people began to lose interest in becoming active in Neighbourly and businesses no longer see
the value it creates to them in bridging the gap of local communities with the local businesses, this may
be the end for Neighbourly. Thus, the support of the local community is very important in making this
business model successful.

NEIGHBOURLY 31
 3.5. Future Business Model

Since Neighbourly’s business model was heavily influenced by Nextdoor, it is but logical to look at the
next steps of Nextdoor. Reports show that “the service is now getting ready to try its hand at building a
business around its highly engaged user base” (Popper, 2016). As Tolia expressed, “our goal at
Nextdoor is to figure out a way to generate revenue that provides value to our users as well as to
Nextdoor. Potential ideas for this kind of win-win approach might include developing ‘group buying’
functionality or creating a ‘special offers’ section of the site that local businesses could publish to”
(Wishart, 2014). Back in the early days of Nextdoor, some people had predicted that it can monetize
from the local services/merchant advertisement and some sponsored citywide services from the
municipality (Hahnfield, 2012). Others also predicted that they will “mimic Facebook ads in the feed or
random group deals with companies in the area” (Perque, 2012). Thus, it will just be a matter of time,
before this website shifts its focus on monetizing its initial efforts of building highly engaged
communities.

The same goes for Neighbourly who admitted of thinking of plans on how to generate income to sustain
the business but they want to be extra careful not to lose the trust of its members, “We’re very upfront
that it needs to be monetised in some way, but we’ll send people running if we don’t do it well. We’re
thinking something along the lines of tools for local businesses, but we’re not thinking big banner ads or
inundating people with coupons. We’re committed to creating something people will enjoy using."
(Wishart, 2014). Neighbourly still tries to veer away from what Facebook was doing to sustain its
business.

Since the founders of Neighbourly are also investors in Sugar (a Flybuys-like loyalty programme),
Moore (Wishart, 2014) said that they were thinking of a possible integration of this loyalty program with
Neighbourly, such that points earned from the loyalty programs may be used to claim discounts or
freebies from local stores such as café or takeaways listed under Neighbourly’s Businesses or it may
also be possible that these two may be linked to the website to see their points or choose from the
options available such as gifts or reward ideas. Their goal is to make the Neighbourly experience of the
members better. This is actually a good idea to better promote Neighbourly and increase the number of
its members. However, they do not expect any banner advertising as a different business model is
expected to be developed in the future to generate revenue, eyeing Australia as next (McCallum, 2014).

NEIGHBOURLY 32
 4. Conclusions

Being connected through the social media is considered a universal need nowadays, and this is what the
social media giant Facebook created in the cyberspace, going beyond the boundaries of time and
distance. It followed a distribution strategy to ensure the effective and efficient distribution of service to
its end users and maximized the use of internet in making all these happen. This was said to be one of
the factors that made Facebook very successful.

Nextdoor, a social media website, created the “neighbour” business model which was intended for the
local neighbourhood, basically to help them have a stronger, safer, and happier communities. The
neighbour business model intends to offer information, help or services to address common local issues
and needs, thereby, increasing engagement. The approach of gaining the members’ trust by feeding
“feel-good” experiences is the approach used by Nextdoor and adapted by Neighbourly as well to
prepare the members and condition them to become more receptive and open to ideas and eventually to
products or services that will be offered in the future.

Neighbourly used an imitation strategy for copying the business model of Nextdoor. It enjoyed the first
mover advantage for being the first to offer such service in New Zealand. The business flow chart
presented showed how the business model of Neighbourly transformed from being non-commercial to
its early shift to commercial mode. Starting off with making Neighbourly a communication platform,
generating leads to create highly-engaged communities and helping the community boost its economy
by offering free job postings that are proven to be beneficial to all. Then it shifted to partnerships where
six big companies fund the website’s daily operations, with future partnerships still in the pipeline and
offered sponsored contents and consumer-generated media in exchange for the funding received. The
shift to commercial mode was done through local business listings that link the potential customers to
the local businesses available within the community. More sophisticated commercial means such as
online space, support to big marketing campaigns, sponsorships and bespoke builds are all part of the
plan in making the business shift to a more income-generating platform.

The noted similarities and differences of Facebook and Neighbourly prove to be due to the audience or
market they have and the purpose of creating the website and this is clearly seen in the features they
offer for their members. Neighbourly, being in close proximity to its fellow members and having

NEIGHBOURLY 33
features related to security and safety, require a higher level of identity verification. Though
Neighbourly is still in its infancy stage, they are expected to increase their brand awareness through
word of mouth and feel-good experiences. The revenue generation of the two websites, which are
significantly different from each other was again due to the differences of their audience and purpose.
Facebook which has a purpose of increasing its reach is earning money primarily from paid
advertisements and sponsored campaigns, as opposed to Neighbourly, which is gradually considering
commercial means to sustain its business but takes extra care in not becoming like Facebook to keep the
trust and engagement of its members. The Challenges faced by both Facebook and Neighbourly lie
heavily on their reach and ability to keep its members’ interests and preferences which would mean their
ability to reach out to those who are not yet members and their capacity to keep up with the latest
technological advancements. The threat of security and privacy issues are present in both websites but
stakes are higher with Facebook since it is still the leading social media website and more private
information can be drawn from it. Being on top, Facebook will always be faced with the challenges from
competitors, however, Neighbourly is faced with Nextdoor as its closest competitor, should it decide to
enter the New Zealand or Australian market.

The future business model for Neighbourly can be taken from Nextdoor’s next steps, having had the
same approach and business model. However, it is safe to say that both Nextdoor and Neighbourly do
not see their future business model anywhere near what Facebook has become nowadays since they
want to retain their members’ trust and engagement, which they think is the key to creating an audience
who will be positively receptive to what the website will offer. Part of what Nextdoor and Neighbourly
would be doing are the development of group buying functionality, creating special offers that will
benefit the local businesses, sponsored citywide services from municipalities, tools for local businesses
or possible integration with loyalty programs. All these have the intention of creating something that
members will enjoy using and make their Neighbourly experience even better.

NEIGHBOURLY 34
5. References

1. McCallum, S. (2014, May 20). It's Time To Meet Your Neighbours. Online. Retrieved March
20, 2017, from Simone McCallum.com: https://simonemccallum.com/2014/05/20/its-
time-to-meet-your-neighbours-online/

2. Wishart, S. (2014, June 6). Feeling neighbourly" Grab One founder Shane Bradley's online
network spreads nationwide. Retrieved March 20, 2017, from Idealog:
http://idealog.co.nz/tech/2014/06/feeling-neighbourly-grab-one-founder-shane-
bradleys-network-spreads-nationwide

3. Davies, N. (2017). Changing Thinking: Neighbourly. Retrieved April 2, 2017, from

Bloomberg: https://www.bloomberg.com/ukinnovators/innovators/neighbourly/

4. SBN. (2017). Neighbourly - enabling community support. Retrieved April 3, 2017, from
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5. Keall, C. (2014, March 30). KeallHauled: GrabOne founder Shane Bradley bankrolls
Neighbourly. Retrieved March 30, 2017, from National Business Review:
https://www.nbr.co.nz/opinion/grabone-founder-shane-bradley-bankrolls-neighbourly

6. MatthewC. (2014, June 8). A Neighbourly Way to Interact With Your True Neighbours.
Retrieved April 1, 2017, from NZ TechBlog:
http://nztechblog.net/2014/06/08/neighbourly-way-interact-true-neighbours/

7. Fairfax Media. (2014, December 10). Fairfax Media NZ Announces Investment in

Neighbourly.co.nz. Retrieved March 25, 2017, from Fairfax Media:
http://www.fairfaxmedia.com.au/pressroom/AU---NZ-Press-Room/AU---NZ-Press-
Room/fairfax-media-nz-announces-investment-in-neighbourly-co-nz

8. Holly. (2014, September 9). Neighbourly.co.nz - A Free Community Engagement Tool.

Retrieved March 30, 2017, from Volunteer Nelson:
http://www.volunteernelson.org.nz/2014/09/neighbourly-co-nz-free-community-
engagement-tool/

9. Age Concern. (2017). Neighbourly. Retrieved April 1, 2017, from Age Concern Wanganui:
http://www.ageconcernwanganui.co.nz/news-information/neighbourly

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 10. Cotton, J. (2015, May 4). Retail Intelligence: Neighbourly continues to collect corporates with
new additional BP. Retrieved April 2, 2017, from The Register:
http://theregister.co.nz/news/2015/05/neighbourly-continues-collect-corporates-new-
addition-bp

11. AMI. (2017). Neighbourly. Retrieved April 3, 2017, from AMI:

https://www.ami.co.nz/about/sponsorship/neighbourly

12. Lin, T. (2015, July 20). Business Day: Neighbourly launches new business platform. Retrieved
April 3, 2017, from Stuff: http://www.stuff.co.nz/business/small-
business/70260809/Neighbourly-launches-new-business-platform

13. Tauranga City Council. (2015, March 5). News: Neighbourly. Retrieved April 3, 2017, from
Tauranga.govt.nz:
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6. Appendix
*Division of Labor, Minutes and Group Meeting Schedules/Gantt Chart

1. Executive Summary - c/o Chel

2. Introduction – c/o Chel

3. Discussion

3.1 Facebook – c/o Pratik

3.2. The Neighbour Business Model – c/o Chel

3.3. Neighbourly (NZ) – c/o Chel

3.4. Facebook vs. Neighbourly (NZ) – c/o Chel & Pratik

3.5. Future Neighbour Business Model – c/o Chel

4. Conclusion – c/o Chel

5. Presentation Materials – c/o Pratik and Chel

6. Actual Presentation – c/o Pratik

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