(Mt) – Airbnb Generic Strategy Case Study Discussion

Airbnb Airbnb Rolling out New Features Airbnb is tweaking its landing page and introducing new features all aimed at longerterm stays, as the online rental marketplace looks to capitalize on a growing segment of its business. The changes are being rolled out just days after Airbnb CEO Brian Chesky said the company had raised $1 billion and laid out plans to direct its attention and new funds toward three core products: hosts, long-term stays and Airbnb experiences in April 2020. Airbnb raised the $1 billion in debt and equity from private equity firms Silver Lake and Sixth Street Partners. On April 6, 2020, Chesky acknowledged that while the desire to connect and travel has been reinforced during this time, the “way it manifests will evolve as the world changes.” Airbnb is betting how and where people work will evolve; in the company’s view, it’s heading toward longer-term stays. Recent data shared by Airbnb supports that view. In the last two weeks of March, the company saw the number of guests booking longer-term stays within their same cities nearly double. Meanwhile, 80% of Airbnb hosts now accept longer-term stays and about half of the company’s active listings now provide discounts for stays of one month or longer. Airbnb will change its main landing page to highlight longer-term stays. The company introduced a new notification for hosts to educate them on the benefits of longer-term stays, as well as a guide to update their listings to accept these types of bookings. Airbnb has decided to make that a permanent feature in the portal that hosts use to manage their listings. When the new landing page launches, Airbnb will have more than 1 million listings that offer monthly stays, according to the company. These homes are equipped with the kinds of amenities required for a longer stay, such as kitchens, laundry facilities and Wi-Fi. The COVID-19 pandemic, which has disrupted travel and sparked a need among healthcare and other essential workers to find places to stay in their own cities, has contributed to that growth. However, it appears this trend was already afoot in 2019. According to Airbnb, one in every seven nights booked in 2019 was for a longer-term stay. The push into longer-term stays will likely butt up against property management companies that handle traditional one-year leases. There’s already some evidence that Airbnb’s longer-term stays are looking more like traditional rentals. The company said it’s seeing more people, such as students, doctors and nurses in residency, or others in long term work assignment turning to Airbnb to find housing for six to nine-month stays. Already in 2020, Airbnb said it has seen bookings for more than 600 days; the longest booking made so far this year was more than 700 days. Whether this push towards long term rentals will lead to legal action is unclear. The company has grappled with cities and tourism associations in courtrooms in the U.S. and Europe. Airbnb cleared an important legal hurdle in December 2019 when Europe’s top court deemed it to be an online platform that connects people looking for short-term accommodation, rather than a full-blown estate agent. The ruling could make it harder for regulators to force Airbnb to comply with local property laws. Founding of Airbnb 1 Airbnb’s founders started as complete outsiders to the hospitality business and indeed, to commerce. Brian Chesky, its 35-year-old chief executive, had no previous business experience or technical expertise. Instead, he and one of his co-founders, Joe Gebbia, had studied design at Rhode Island School of Design before teaming up with a software engineer, Nathan Blecharczyk, to launch what was then called AirBed and Breakfast, with the aim of renting out air mattresses in apartments. They were so untutored in investing that when an early adviser suggested raising money from small investors known as “angels”, Mr Chesky thought people in Silicon Valley believed in celestial beings. Airbnb started in 2007 when Joe Gebbia and Brian Chesky, then both 27, who had met five years earlier at Rhode Island School of Design, were struggling to pay their rent. There was a design conference coming to San Francisco and the city’s hotels were fully booked, so they came up with the idea of renting out three airbeds on their living-room floor and cooking their guests breakfast. The next day they created a website, airbedandbreakfast.com; six days later they had a 30-year-old Indian man, a 35-year-old woman from Boston and a 45-year-old father of four from Utah sleeping on their floor. They charged $80 each a night. ‘As we were waving these people goodbye Joe and I looked at each other and thought, there’s got to be a bigger idea here,’ Chesky told me, sitting on the edge of the sofa, still excited by their idea. Gebbia had already dabbled in entrepreneurship – designing a cushion for back sufferers and building a website for product designers to find eco-friendly resources – ‘sort of Amazon for sustainable materials’. Chesky had recently left his job as a designer on the Simon Cowell show American Inventor in LA – ‘the last straw came when I designed a new kind of toilet seat’ – and moved to San Francisco. Both wanted to be entrepreneurs, but neither wanted to ‘create more stuff that ends up in landfill’. The idea of creating a website based on renting something that was already in existence was perfect. They decided to target conferences and festivals across America, getting local people to list their rooms and travellers to book them. They enlisted Gebbia’s former flatmate, Nathan Blecharczyk, 29, a computer science graduate and ‘brilliant programmer’, to develop the website. Blecharczyk, who had funded his Harvard college fees with the proceeds of an internet software business he founded when he was 14, is the quietest of the three. When he told me about ‘eating up 500-page computer reference books’ as a teenager, the other two, with their design backgrounds, mocked him for being a geek. ‘They made me switch from my PC to a MacBook years ago,’ he smiled. In summer 2008 they found the perfect kick-start for their business. Barack Obama was due to speak in Denver at the Democratic National Convention, and 80,000 people were expected to be there, but again, there was a shortage of hotel rooms. Gebbia, Chesky and Blecharczyk finished the website in time to launch it two weeks before the conference. Within a week they had 800 listings. But the site wasn’t making any money. Taking advantage of election fever, they bought bulk quantities of cereal and designed packaging branded as ‘Obama’s O’s’ and ‘Cap’n McCain’ cereal. It was initially meant to be a PR stunt, but they sold 800 ‘limitededition’ boxes at $40 each and made more than $30,000. That was just the start of the money trail. In early 2009 they received $20,000 of funding from an angel investor, Paul Graham, the co-founder of Y Combinator (a start-up mentoring programme), which led to a further $600,000 from venture capitalists. Early on the team realised they had to handle payments, ‘otherwise it was just a messaging site,’ and charged up to 15 per cent of the booking (the host pays three per cent and the traveller between six and 12 per cent). By April they were making enough to pay living expenses (‘and we could stop eating the leftover cereal,’ Gebbia joked). In November 2010 they raised another $7.2 million from a venture 2 capitalist; in May 2011 the actor Ashton Kutcher invested a ‘significant amount’ and now sits on the board as a strategic adviser. Then in July 2011 the company received a further $112 million in venture funding, and was reportedly valued behind the scenes at $1.3 billion. The funding meant they could hire more staff and move into an office – out of the flat where their first members of staff had to make sales calls in the bathroom and hold conferences in the kitchen. Today meetings are held in mock-up rooms of the most popular Airbnb listings dotted around its headquarters – so an apartment in Hong Kong is next door to a cabin in Vermont (‘you can come in for a strategic nap,’ one staff member said), all of which you can rent in real life. Online other Airbnb rooms range from the cheap and cheerful – a one-bedroom flat in Paris near the Eiffel Tower is £35 per night – to deluxe, such as a five-bedroom 11th-century manor house in Surrey for £1,470 per night, or a three-bedroom deluxe villa in Bali with swimming-pool for £328 per night. By January 2011 the company had had one million bookings; by July that year it had had more than two million; at the end of 2011 it had had five million and in June it hit 10 million. Over the 12 months the site has grown by 400 per cent, and Airbnb says it expects to maintain a similar rate of growth over the next 12 months. When asked how they could expect to keep growing in cities that were already full of Airbnb listings, a spokesman said it was a problem that could be solved by clever marketing. The year of 2012 has been one of the busiest for the company. It opened offices across Europe, including in London, Paris and Moscow, and worldwide in São Paulo and India. Over the Olympic period London hosted more than 4,500 bookings from over 6,000 guests earning a total of £770,000. August 4, 2012 was its busiest night so far, with 60,000 guests staying in 500 cities around the world. Airbnb said that out of the respondents 4,100 were travelling for work, 2,000 were going to a wedding, 900 were celebrating an anniversary, 500 were honeymooning and 36,000 were taking a holiday. And where they stayed? Ten guests were on private islands, 30 in treehouses, 15 in caves and 120 on boats. Significantly, three quarters of the guests were first-time users. Despite the huge global expansion, nothing much has changed for the founders personally. Chesky and Gebbia still rent the same flat they started in (Blecharczyk lives with his wife outside the city), they have made no extravagant purchases (Chesky said he doesn’t like owning ‘things’ and doesn’t even have a bed) and all three still work 15-16-hour days. While there are signs of fun around the office – from ping-pong tables to a free bar in the canteen – most of the head office’s 150 employees, who seemed to be mainly under 30 years old, share the founders’ work ethic. Part of their success is good timing. They created a company that at its core is based on sharing, just as the movement dubbed ‘collaborative consumption’, or the sharing economy, was developing as a trend (‘When we started no one had heard the term yet,’ Gebbia said. ‘We were just living it’.) Rachel Botsman, an author on the subject, explained collaborative consumption as ‘taking us back to old market behaviours, such as sharing, swapping, lending and renting’ but reinvented with the help of technology. She cites the fact that the average power drill is used for only 12-13 minutes in its entire life. ‘So why buy one, why not rent or borrow?’ While the idea of collaborative consumption instantly appeals to young people who have grown up sharing books, music and film online, it is not restricted to them. Much like the firstever guests who stayed in Gebbia and Chesky’s apartment, the average age of Airbnb users is older than you might expect. ‘We’ve got more people aged 55 and over on the site than those aged 18-25, who only make up seven per cent of the site,’ Chesky said. Botsman said when she 3 explained the idea of collaborative consumption to her grandmother, ‘it didn’t seem new to her – she got the idea quicker than my parents did.’ What the founders seem most pleased about, and what stops them being just a tour operator, is the personal connections that their community forms. ‘When you share your space with somebody it is a personal, meaningful experience,’ Chesky said. ‘What we’re doing with Airbnb feels like the nexus of everything that is right,’ Gebbia said. ‘We’re helping people be more resourceful with the space they already have and we’re connecting people around the world. We can see ourselves doing this for a decade to come – a generation.’ Business travelers begin to trust Airbnb “Top ten Airbnb horror stories!” is a staple headline on certain list-based websites. Each litany of woe will usually include at least one tale of sexual debauchery, one of drug abuse and one of a soiled apartment. Sometimes, they manage to combine all three. “Home destroyed by Airbnb guest in ‘drug-crazed’ orgy,” is a fairly typical cross-head. Nightmarish experiences at these short-stay rented apartments are extremely rare, of course. Indeed, the prevalence of such lists says more about people’s suspicion of a fresh business idea than it does of any real new danger. (Drug-fuelled orgies in old-fashioned hotel rooms seldom end up on BuzzFeed.) The overwhelming majority of Airbnb stays are placid and pleasant. But a deep-seated conservatism has stopped big firms from embracing shared-economy accommodation as an option when booking trips for their employees. Corporations do not like unknowns; they prefer a set of standards they can trust. That is why they nudge travellers towards cookie-cutter concrete towers in the central business district. They are not always wrong to do so. Your columnist’s colleague tells of a business jaunt to Tel Aviv, in which she was booked into a bog-standard brand-name hotel. A woman on the same trip, however, had opted for an Airbnb. At 11:30 that night the colleague received an e-mail. The woman from the party explained that the apartment was nothing like she had expected—it was, indeed, a little scary—and asked whether there might be room on my colleague’s hotel-room floor for her to bed down on. No matter how rarely that happens, it is understandable that, with the well-being of their staff at the front of their mind, firms would prefer to go with more humdrum, tried-and-trusted options. All of that is changing, though. Use of Airbnb by business travellers grew by 249% around the world in 2015 according to Certify, a travel-expense firm. Airbnb says business travellers now account for 10% of its bookings. And that number is likely to rise even faster in the coming years. On July 12th, the firm announced partnerships with three of the world’s biggest corporatetravel bookers (American Express Global Business Travel, BCD and Carlson Wagonlit Travel). For many employees, that means an Airbnb property is now likely to be on the list of options when it comes to booking a trip. That, to Gulliver’s mind, is a good thing. As more people use Airbnb for their private travel, the more they will demand it when they are on business. And there is much to be said for getting to know a city better by staying in a real home, in a neighbourhood in which locals might actually live, rather than at some faceless establishment. Too often, for the relentless road warrior, one hotel room can blur seamlessly into the next, with cities’ charms ignored. According to Lex Bayer of Airbnb, the average business traveller books into an Airbnb for a six-night stay, compared with less than four nights at a hotel. There are a couple of reasons 4 why this may be. First, reckons Mr Bayer, business travellers on longer trips are more likely to want home comforts—coming home and cooking a meal, say, or doing some laundry. Second, most of them also stay on for at least part of the weekend, which suggests they are looking to tag a mini city-break onto their corporate schedule. The other trend, says Mr Bayer, is for a party of business people to stay in the same property. That allows for more team bonding and closer collaboration on the project they are working on. Why the change of heart? It seems as if the business-travel bookers’ concerns have been laid to rest on two scores. First, Airbnb now offers a selection of “business travel ready” properties, which must fulfil some basic requirements such as decent wi-fi, desks on which laptops can be used, and 24/7 access to the property. This should help cut out some of those nasty surprises. And second, businesses have been convinced that there will be someone accountable should things go wrong. Although the liability for problems that arise at Airbnb properties lie with the individual owners, not the San Francisco firm, those owners are also covered by mandatory third-party insurance worth $1m. Many businesspeople complain that travel has become a bit of a treadmill. For some, renting a private home is a chance to liven things up a bit. But a small amount of restraint is advised: if your stay involves sex, drugs and a soiled apartment, you may end up on a BuzzFeed list being shared throughout the office. Challenges from the hotel industry Lobbying by the hotel industry has contributed to Airbnb’s most obvious challenge, which is regulation. Opposition to the firm is fierce in many big cities, especially those with limited affordable housing, where residents blame Airbnb for taking apartments off the market. Several cities that could supply large profits, including Berlin, Barcelona and New York, have imposed rules that make offering short-term rentals difficult. New York, which is Airbnb’s third-largest market, has banned short-term rentals in apartment buildings for less than 30 days, unless a host is present. Berlin has passed a de facto ban, by requiring a permit if someone wants to rent more than half of their apartment on a short-term basis and levying hefty fines for violations. Airbnb has now opted for a new, more conciliatory approach, notes Leigh Gallagher, author of a book, “The Airbnb Story”. In Amsterdam and London it has agreed to police its listings to ensure they comply with local laws on the number of days a year each unit can be rented. Yet many investors worry that more restrictive laws will dampen its prospects. A second, ever-present risk is safety. The platform functions because people trust that user photos and blind reviews will help root out bad actors. It f a crisis in 2011 when Airbnb guests trashed a host’s apartment and she blogged about the experience. Airbnb responded by offering insurance to all hosts of up to $1m in damages. There remains the possibility of a dramatic breach in personal security, which could spook hosts and users. The third threat is growing competition. Airbnb was not the first firm to pursue the concept of alternatives to hotels, but it was the first to become a global success. That has drawn the attention of others. In many markets, including China and Europe, Airbnb faces competition from local firms, as well as from established global players. In 2015 Expedia, an online-travel website, bought HomeAway, an Airbnb rival, for a hefty $3.9bn. But Airbnb’s most fearsome competitor is Priceline, which owns Booking.com and is considered one of the best-managed internet companies in the world. Priceline has been speedily adding alternative accommodation. Mr. Chesky insists that “there is fundamentally not a lot of 5 overlap between what they’re offering and what we’re offering”, because Priceline is working mostly with property-management companies that “look more like hotels”. But this will be less true over time. Priceline is too astute to let Airbnb win a category worth owning without a challenge. The travel industry is a large prize to share. Globally, people spend around $700bn a year on travel accommodation, according to Euromonitor International, a research firm. With rising incomes and smaller families globally, travel is ever more popular. Many more people than first thought have been willing to forgo hotel luxuries such as gyms and concierges to get the proper feel of a place. That suggests that alternative accommodation will not be a fringe activity for the young, but a mainstream part of the travel business. Launching trips to capture every step of the travel process As cities around the world have begun to crack down on illegal Airbnb listings, threatening the firm’s seemingly unstoppable expansion. As regulation bites in some of its most important markets, so Airbnb is looking for new ways to grow. Recently, the company announced the launch of Trips, a service through which locals can offer guided tours and other experiences to travellers. It will start modestly, offering 500 things to do across 12 cities: London, Miami, Nairobi, Havana, Florence, San Francisco, Los Angeles, Tokyo, Detroit, Seoul, Paris and Cape Town. These include activities like “violin making in Paris or marathon running in Kenya”, according to the site. An additional 39 cities will soon be added; experiences will range in cost from $30 to several hundred dollars for multi-day events. That is only the start. Airbnb hopes ultimately to capture every step of the travel process. Eventually Trips will offer travellers the ability to rent cars, book flights and restaurants, and order groceries. At a time when both leisure and business travellers are increasingly choosing Airbnb over traditional hotels, the firm wants to offer a full-suite alternative to sites like Expedia and Kayak. It hopes its selling point of providing the “authentic” experience that comes with renting an Airbnb apartment—or, now, with booking a guided tour by locals—will help set it apart. Airbnb calls the launch of Trips “the most significant development in its eight-year history”. The move comes amid rumors that firm is planning an IPO soon. The company hopes that investors worried about a crackdown on rentals in markets like New York will see expansion potential in Trips. But there are risks, too. First, these new experiences could run into the same regulatory problems as apartment rentals. In New York and other cities, tour guides are required to have special licenses. If renting out homes in apparent violation of local ordinances has proved thorny, there’s no reason to expect these experiences to be any different. And then there’s the question of Airbnb’s identity. The reason many customers choose it over traditional hotels isn’t necessarily price: Airbnb rentals are often just as expensive as hotel rooms of comparable quality and location. (And for business travellers, price is sometimes not a determining factor in any case.) Rather it is because they want to be far from the flocks of tourists on guided expeditions. If Airbnb attracts millions of travellers to its own tours and other experiences, it could end up undermining the very thing that has made it so attractive to travellers thus far. 6 knocks on the door in China “WE HAVE not focused on building our community in China,” reads a peculiar announcement posted recently by Airbnb on its official blog. Despite the firm’s apparent lack of enthusiasm for the Chinese, the world’s biggest group of travellers, intrepid locals have still discovered the American home-sharing site. Tourists from the mainland have used the platform more than 3.5m times; Airbnb members in China have hosted nearly 1m visitors. Perhaps abashed by this show of grassroots support, Airbnb is now making a big push in China. From December 7, 2016, a new legal entity (Airbnb China) will cater to all those neglected hosts and guests. To satisfy Chinese regulators the unit will store their data on local servers. The firm has also struck new agreements with the governments of Shanghai, Shenzhen, Chongqing and Guangzhou, which suggests that these big cities welcome its formal arrival. In addition to these developments, there are rumours that Airbnb is about to take over Xiaozhu, a mid-sized local rival that recently raised $65m of venture funding. The mainland is certainly an attractive prize, with a big sharing economy that is projected to grow by 40% a year for each of the next five years. Local travellers made four billion trips inside China last year. The market for individual leisure lodgings inside the country could reach 10.3bn yuan ($1.7bn) next year, up from 6.8bn yuan this year, reckons iResearch, a marketresearch firm. Airbnb sees its rivals in China as parochial outfits. None of them have a global network or the means to build one, says Nick Papas, the firm’s spokesman in Washington, DC. But the American firm is late to the party, and local rivals are by now established. The strongest is Tujia, a venture-backed firm that is valued at more than $1bn and offers some 440,000 homes in over 300 cities. Unlike Airbnb’s model, which connects homeowners with travellers, Tujia’s also helps developers let out vacant properties—taking advantage of China’s property glut—and also offers services to potential buyers of homes. Other foreign tech firms have stumbled in China in the recent past. “The past decade has shown that it’s very hard for American companies to use their own approach to do business in China,” says Chen Chi, Xiaozhu’s chief executive officer. He previously worked at the local divisions of Yahoo and TripAdvisor, two American internet firms which struggled to localise. This year Uber, a ride-hailing firm, had to retreat after spending a fortune trying to compete against Didi Chuxing, a well-funded and inventive local rival. Even if foreign firms manage to hire savvy mainlanders, they are held back by having to report to faraway bosses with patchy knowledge of the market. “They end up behaving like rabbits, while we are a pack of wolves,” says Mr Chen (in an interview before the news of Airbnb’s interest in Xiaozhu). One Xiaozhu customer says he far prefers its cheaper prices and greater array of listings to Airbnb’s offering. With over 100,000 listings in about 300 cities across the country (Airbnb has around 70,000 in fewer places), it would be a useful addition to Airbnb’s empire. A combined firm would still have to contend with regulatory confusion. Tujia’s boss, Luo Jun, laments that there is “no clear national law supervising this industry.” The requirements for special licences, police checks and identity verification vary widely by region. Doing business often means lengthy one-off negotiations. Airbnb may reckon it is in the clear with its deals with four cities, but Tujia has made over 200 agreements with local authorities across the country. One businesswoman who rents out eight grand flats in Shanghai’s old French Concession from landlords, and re-lets them on homesharing sites, says that the police fine landlords as a matter of course every once in a while. A 7 strong relationship with the government is a must for any sharing site, whether local or foreign, she says. It would also help to avoid being dismissive of local companies. Airbnb is still a long way off building its Chinese home from home. Innovation and new directions In any case, Airbnb’s aspirations do not end there. It has created an innovation and design lab, called Samara, with the ambition of creating a new kind of travel offering. Last autumn Airbnb started selling “experiences”, which are customised activities that travellers can book, including special meals, tours and exercise programmes, typically arranged by Airbnb hosts. Your correspondent booked a bicycle tour of San Francisco’s Mission neighbourhood. The tour was enjoyable and included a visit to a secret bookstore, Bolerium Books, where works are arranged not by author but by social movement. But for $100, excluding lunch, the price seems even steeper than San Francisco’s hills. There are plenty of other firms offering tours and things to do. There have also been murmurs that Airbnb will move into flights. Finding online flight options for travellers is a painfully low-margin business. Companies like Priceline and Expedia make the bulk of their revenue from hotels. But that is not the model Airbnb wants to embrace anyway, says Mr Blecharczyk, who declines to share more details on what Airbnb’s approach to air travel might look like. “If we’re going to do something, we should try to do it differently,” he says. It is possible that Airbnb’s best idea will be its first one. It will be up to the firm and one day, perhaps, to its public shareholders to decide whether it is worth pursuing new, ancillary opportunities, when there is still so much to win in the market for travel accommodation. In chasing after a new dream before the first one is realised, Airbnb does bear one resemblance to its Silicon Valley peers. Questions 1. List the strategies that AirBnb used. What’s special about those strategies? 2. Which generic strategy Airbnb is adopting? Why did Airbnb take this strategy based on your analysis? 3. Do a 5-force-framework analysis. How do you evaluate the attractiveness of hospitality industry? 4. What’s the biggest challenge Airbnb is facing now? What do you recommend to handle these challenges? 5. What makes Airbnb a successful company so far? What’s Airbnb’s core competence? 6. Do you think the current strategy of pushing into long-term stays a reasonable one facing the pandemic and why? 8

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