All this hubbub on a post that asks a question if Uber has any similarities to the AMC dynamic.
I guess some people don't believe it is worthwhile to take a few steps back and look at bigger pictures for similarities (rather than just excluding them altogether because one sells an apple and the other an orange).
It's not just that one sells an apple and one an orange, the entire business model is different, though it is fun to make an off the cuff paralell.
The OP introduced a paralell- that the worker gets paid less To help rectify that, UBER allows tipping now . Still, it's a lower paid gig ( unless they are in a hot area ) and most people do it part time for extra cash. It's low paid because it's low skill, anybody with a driver licence can sign up and work, no commitment, drive only on Sundays whatever they want. . Appraising is a high skill set hard to get licensed thus there is a limited pool of appraisers . The AMC "innovation", if there is one, is to treat high skill professionals as if they are interchangeable dolts with the only differential their fee to AMC or scrambling to get it in faster, thus putting constant pressure on fees and turn times lower to get an order. UBER does not solicit a lower driver fee to get a passenger , nor, it does not award a volume of passengers to the lowest charging driver. (they get same regional/time rate) ,and it does not pressure them to drive faster.
UBER operates in the open/free market, the app enables an unlimited number of passengers and a large pool of drivers find each other. AMC's operates as a gate keeper between a limited number of clients and limited # of appraisers .
Uber innovated a new business, ride sharing service, and thus displaced a big chunk of the taxi business with a new offering to consumers. AMC's did not innovate a new business , there already was management services in place; AMC's simply emerged on a larger scale post HVCC . It was the regulation prohibiting direct order from loan personnel and increased compliance burden that allowed AMC's to thrive, not any innovation they offered. They use the same technology direct order customers use.
