Airbnb is a platform business model making money by charging guests a service fee between 5% and 15% of the reservation, while the commission from hosts is generally 3%. Due to the pandemic, Airbnb is stretching its business model and experimenting with new formats like online experiences to transition toward fully digital experiences.
How much money does Airbnb make?
The digitalization that happened in the last two decades has facilitated the creation of peer to peer platforms in which business models disrupted the hospitality model that was created in the previous century by hotel chains like Marriott, Holiday Inn, and Hilton.
- How much Airbnb used to be worth?
- How much is Airbnb worth today?
- What are the key partners for Airbnb?
- Airbnb mission and vision
- Airbnb organizational structure
- Airbnb value proposition to its key partners
- What are two key challenges to Airbnb’s success and further scale?
- Airbnb through the pandemic
- Airbnb new business strategy based on a sustainable cost model
- Airbnb stretching its business model
- Key lessons in redefining travel experiences and changing a whole business strategy, fast!
- Airbnb first-ever pitch deck
How much Airbnb used to be worth?
In March 2017 the company was valued $31 billion. As of that date, the company had $5 billion at the bank, and it rejected an investment offer by SoftBank. Airbnb might be the biggest tech unicorn IPO in 2018.
How much is Airbnb worth today?
As the pandemic hit hard on the Airbnb business model, based on travel and short-term rentals, the company valuation plummeted. Airbnb, in 2019 was in list to be among the most successful IPOs of the last decade, it eventually had to lay-off 25% of its employees by May 2020.
As the company successfully secured an additional $1 billion in debt financing to survive the forced economic downturn caused by the pandemic, the company valuation fell to $18 billion.
What are the key partners for Airbnb?
There are three key strategic partners:
- Freelance photographers (who played a key role in the initial traction of the platform)
There are also other partners, from which it depends on the platform’s success, like IT experts, and interior designers.
Guests (travelers) can easily find hosts (pretty much anyone with a private home for rent) through the Airbnb marketplace.
Also, Real estate agencies that have vacant units can use Airbnb as a way to rent the excess properties they were not able to rent on the market. Instead, freelance photographers can earn a living by joining Airbnb as independent contractors.
Airbnb’s mission is to create a world where people can belong through healthy travel that is local, authentic, diverse, inclusive and sustainable.
Airbnb uniquely leverages technology to economically empower millions of people around the world to unlock and monetize their spaces, passions and talents and become hospitality entrepreneurs.
The key element of a platform and peer-to-peer business model like Airbnb is the creation of a viable ecosystem. In this case, Airbnb becomes a platform for other entrepreneurs or aspiring hospitality entrepreneurs:
Airbnb’s people-to-people platform benefits all our stakeholders, including hosts, guests, employees and the communities in which we operate.
Airbnb organizational structure
Airbnb value proposition to its key partners
There are several value propositions for both hosts and guests. And for freelance photographers.
- hosts to can earn an extra buck by renting additional space they have at home
- hosts are provided with insurance and liability coverage, the “Host Protection Coverage.”
- The booking process is straightforward and the digital platform very effective
- travelers have affordable prices
- guests can have unique experiences
For both hosts and guests
- The review system for both hosts and guests guarantee standards of quality
For freelance photographers
Airbnb makes money in two ways:
1. It collects a commission from property owners, which is generally 3%. While it collects a commission fee from the same owners offering experiences, which is generally 20%.
2. It collects a transaction fee from guests of between 5% and 15% of the reservation subtotal
What are two key challenges to Airbnb’s success and further scale?
There are two main issues Airbnb has to face:
When hosts are listing their rooms and homes, they’re trusting the platform to put them in touch with good people. The same applies to guests. Would this trust be eroded over time so will be the value of the marketplace.
Travelers nowadays have plenty of options. If they revert back to hotels or other solutions, Airbnb loses momentum. Also, another risk might be that of losing guests that make friends with hosts. In fact, they might choose to organize their next transaction privately.
The paradox then is that Airbnb rather than strong incentive tie between hosts and guests. It has to create an experience so that both parties can trust each other enough to make the transaction but not so much to get out of the Airbnb marketplace.
Airbnb through the pandemic
Airbnb has been among the most hit companies though the pandemic, as its business model was fine-tuned around global travel, and short-term stays and experiences.
In May 2020, this is how Brian Chesky, CEO, and co-founder of Airbnb explained the current scenario:
Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.
He also explained how uncertain the situation is at a global level:
- We don’t know exactly when travel will return.
- When travel does return, it will look different.
Airbnb which was among the companies that most surfed the change in the travel and real estate industry, of the last decade, can also give us a better perspective of what might happen in the coming years for this industry.
Airbnb new business strategy based on a sustainable cost model
Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.
As Airbnb moves forward in this new normal, it looks at a few core elements:
- Local travel
At the same time, the company is focusing back on its core, and yet converting from physical experiences to online experiences.
As Airbnb knows the travel industry might not look as it used to, it’s now trying to redefine the boundaries of its business model, by leveraging on its tech platforms, an existent global audience, that used to be interested in physical experiences.
Example of the new section available on the Airbnb platform: Online Experiences
By leveraging on its audience Airbnb can test quickly a new product:
Example of an online experience where the “digital hosts” provide the format of the experience and the “digital guests” take part to it.
The online experience can take also the form of a private group where a limited number of “digital guests” can join by paying a premium price.
Will this platform be able to supplant, and integrate part of Airbnb’s revenues while the pandemic is over and the company can redesign also physical travel experiences?
Key lessons in redefining travel experiences and changing a whole business strategy, fast!
- Back in March 2017, Airbnb was valued at $31 billion. Then by May 2020, due to the pandemic, the company valuation fell to $18 billion.
- While its core business model is still sustained by two key strategic partners: hosts, guests. Airbnb has been also testing the expansion of its business model toward online experiences.
In an interview in late June 2020, Airbnb’s CEO remarked a few key findings for the future of the company and of the overall travel industry.
He explained how he learned “not to try to get in the business of predicting the future.” And the only way to do that is to run a super lean organization (Airbnb cut over a billion in marketing expenses throughout the pandemic).
This key lesson came as Airbnb risked to lose it all in the space of a few weeks. While Aibnb’s CEO remarked the trend in travel was still very strong. He also explained how things had changed for Airbnb.
Safety comes first, this makes still people concerned about getting on planes, or traveling to crowded cities. Instead, as he explained “they are willing to do is to get in a car and drive a couple hundred miles to a small community where they are willing to stay in a house.”
Airbnb’s CEO explained how “one trend that is going to happen is that travel as we knew it is over. It doesn’t mean travel is over, just the travel we knew is over… and it’s never coming back. It’s just not.”
And he continued, “Instead of the world’s population traveling to only a few cities and staying in big tourist districts we are going to see a redistribution of where people travel. They’re going to start traveling because they are going nearby to thousands of local communities.”
That changes the whole Airbnb strategy. Skewed more toward digital experiences and local expansion, rather than just growing quickly in large crowded cities.
Airbnb first-ever pitch deck
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