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Airbnb Strategic Dvpt

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by

Arnaud HARTEMANN

on 4 November 2014

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Transcript of Airbnb Strategic Dvpt

Johnny
Dylan
Team
Nicolas GOUTALAND
Thibault JACQUES
Arnaud HARTEMANN
Henri REBOURSEAU
Subject
AirBnb Strategic Development
Thank you for your attention!
If you have any questions,
please feel free to ask us!
Sources:
http://finance.yahoo.com/news/airbnb-could-soon-1-billion-225226073.html
https://www.airbnb.com
http://www.forbes.com/sites/calebmelby/2012/10/19/peter-thiel-may-invest-150-million-in-airbnb-at-2-5-billion-valuation/
http://de.slideshare.net/ThiagoPaiva/airbnb-12210879
Looking for a nice and cheap
place to stay
Has a spare room or flat and would like
to make some money on the side
Thanks to AirBnb, Johnny is able to stay in a decent place and enjoy his travel. Dylan is able to easily rent out his room and make some extra money.
Insurance
S
W
O
T
STRENGTHS
-Established niche
-Broad customer market
-Transaction fees
-Strong financial performance
-Reputation and appealing branding
WEAKNESSES
-Large portfolio
-Liability risk due to damages caused on properties
-Manage the company’s technology w/R&D
-Keep host networking
-Larger volume of clients
Opportunities
-Availability on mobile platforms
-Social media advertising
-Partnerships w/taxis, restaurants, etc...
-Expand market for discount travelers/businessmen
-Growing competition (Expedia, Hotwire) w/competitive pricing
-Easy to replicate, no entry barriers
-One really bad experience can destroy the business
-Technological limits (servers)
The Threat of New Entrants
The bargaining power
of buyers

Threat of Substitutes
Medium
New firms have trouble competing for market share
New entrants also have a hard time competing on price
Bargaining power of the customers
is
High

buyer is looking for the lowest price
many offers to sort
Medium
Large amount of substitutes
offering different services
The bargaining power
of suppliers

-Owners are pushing on making the best deal of their vacant home
-AirBnb is completely dependent on them!
High
is
Business Development
*3 months survey
*+3000 interviewed

"We need to develop our activity towards a new dimension..."
? What is the next service you'd want AirBnb to launch ?
Our strategic vision
AirBnb main customers
offer a quick and efficient service to AirBnb users
Available only in cities where AirBnb currently exists. Locations will be in the same suburbs of the apartments to facilitate access to users
special agreements to be discussed to make it affordable for everyone
on the Internet
incentive games
word-of-mouth
provide a 24/7 service
Available only in cities where AirBnb currently exists. Locations will be in the same suburbs of the apartments to facilitate access to users
partnerships under negotiation with Paris' VTC
on AirBnb website
leaflets given in cabs
Our Implementation Plan
Short term
launch the service in
5 cities
create an after-sale service
Mid term
reach
10 cities
and enter the
Australian
market
Long term
increase up to
15 cities
and develop dry-cleaning service depending on customer’s reviews and
needs
Social
P E S T E L
Political
Economic
Technological
PESTEL analysis describes a framework of the macro environmental factors of the company
Economical
The company on its market ...
Legal
Ecology
Social
Political
Legal
Key component of the strategic management
Ecological
Technological
- Travellers traffic
- Political issues
- Political systems
- Economic differences in the world
- Strong economic impact on the cities
- Sociability & new meetings
- Another way to discover the city
- Need to adapt
- Proliferation of search engines
- Reliability / security
- Environment awareness
- Legal systems
- Renters security
- Privacy issues
Full transcript