ACE

• Connected with 33,000 cities in 192 countries

• Provides unique travel experiences

• Varied price range

International

• Allows people to monetize their extra space

• Leader in the “sharing economy”. Sharing of resources facilitated by social network technologies

• Online or mobile accessible

The Company

• The Main Investors are Sequoia, Y Combinator, Amazon.com

• Company takes 3% from renter and 5% - 15% from traveler (dependents on rental type)

Investors

Airbnb

Airbnb's

Amenities/ Services

Amenities

• Easy check-in

• Safety equipment included

• Pools, parking, pets

• Essential amenities (soap, linen/sheets, towels)

Niido

NIIDO’s

Amenities/ Services

Amenities

• On-site Masterhost

• Curated Events & Experiences

• Locker System for Package deliveries

• Cool and cozy co-working spaces

• Outdoor patio and & Firepits

• Dog spa

Natiivo

NATIIVO

Amenities/ Services

Amenities

• Housekeeping and restaurant

• Grocery delivery and itinerary planning

• 24-hour Concierge Service includes home-sharing management

• Fitness center

• Rooftop swimming pool

• Pet washing station

History

Life Cycle

Life cycle

• Airbnb is an accommodation booking engine

• The online experience has become very visual, user friendly, and personalized over time

• Airbnb has spent ample time understanding their customers during the introduction stage of the life-cycle

• The company has a strong devoted customer base that has easily created public awareness and generate demand

• Airbnb is now able to penetrate the market and achieve rapid growth

Competition

Competitors

• One of the largest competitors of Airbnb isn't a company at all but rather visiting friends and relatives.

• The biggest direct competitor are the big hotel chains

• Besides that, there is some companies that uses the same format as Airbnb

Global Comparisons

Globally

Houses are getting

more expensive

The

Luxury Market

The online luxury market has grow 20x since 2003

Potential

Market

Hotels + Furniture = $ 209.5b

China

Unique Challenges

India

• Airbnb is about to cross a chasm in India, regarding their life cycle.

• Rules and regulations about lease, and taxes make it difficult to do business

• More than 50% of the population is below the age of 25 years old.

United States

Worldwide

Projection

Airbnb Beyond Standard

Product

Overview

• Each property must pass a 1,000 points special evaluation to be accepted

• Each property can have 20 owners at maximum

• Rent period between 15 days up to one year

• The house should be available 180 days per year at least

FOR HOSTS

FOR HOSTS

• Hosts pay a 3% flat fee. Included in that cost is local taxes

• This fee is to cover the costs of processing payments

FOR GUESTS

• This fee is a commission needed to cover the costs of running the company and it’s operations.

• Guests will pay a fee anywhere between 5% to 15%, depending on the total price of the booking.

• The greater the subtotal, the lower the total percentage fee will be. On the other hand, the lower the subtotal, the higher the total percentage fee.

The Business Model Principle

Why

it works?

• Take advantage of the sharing economy to connect people

• Focused in market place

• Ownership left in the hands of the public

Airbnb

X

Hotel

For Hosts

For

Hosts

• Airbnb will connect people to build iconic mansions around the world

• Every home could have 2 to 20 owners

• Homeowners must put these houses available for rent on the platform for at least 180 days a year

• Profits will be shared with the owners

• Hosts can open a share for sale

For Guests

For

Guests

• Guests will pay a fee anywhere between 5% to 10%, depending on the total price of the booking.

• Opportunity to become a co-owner through the platform.

• Can request extravagant quirks like purple towels or sunflower bouquets for an extra fee.

Service

Connecting People

Connecting People

Principle

• The platform is going to provide services to be assembled for the rental

• Professionals can make themselves available place to place

• Beyond Concierge Club charges 10% of their fee daily

The Barcelona Example

Regular Airbnb X Airbnb Beyond

The Barcelona

Example

• A house evaluated in 3mi€, would have a monthly rent of 60,000€ or 2,000€ daily

• Packages with more attractive prices for rentals over 120 days avoiding the fluctuation of seasonality

• Guests will have access to a housekeeper, a chef, a personal trainer, and personal measures all available through the service.

Availability

Business

Model

• Airbnb depends exclusively on the internet

• Only 51.2% of the world has daily internet access

• Some people still don't trust 100% in online purchases

Despite this...

• In rich countries, about 90% of the population uses the Internet every day and has a habit of purchase online

• The company is betting on a trend towards greater use of the internet

• increasingly used SEO and social media influencers to increase awareness and penetration

Competition

• While Airbnb is a digital platform, Hotel Chains have established themselves worldwide through franchising

• Big hotel chains have invested in better apps, presence in online search engines and clubs advantage subscription

• These establishments are also well spread across the world and can be reached despite access to the internet

Airbnb

X

Hotel

Airbnb Beyond X Competition

Airbnb Beyond

X

Luxury Hotel Chain

• This product is about exclusivity and rarity

• Delivered in the most direct way possible

• Absolute level of description

Strengths

Strengths

• Uses a well know platform

• It is globally established

• It is accessible from anywhere

(24/7 - 365)

• Charging based on percentage leaves scope to work with any property

Weaknesses

Weaknesses

• Almost half of the world still doesn't have easy access to the internet

• The company is seen just with a "value" approach

• This channel format forces people to expose their data online

• Most of the perception of service quality is under the responsibility of the hosts

Opportunities

• People more and more are using online services

• On line channel is proving to be increasingly safe and reliable

• Charging based on percentage leaves scope to expand the business and work with any property

• Support local economy trend in opposition to big hotels chains

Threats

• Local laws and regulations through online services change depending on the country

• Global or local economy recession

• Epidemics or pandemics

• Wars

Strengths

Strengths

• Would be pioneer in this new niche

• Uses a well know platform

• The high end credit card policy will decrease the number of fraudulent claims

• The charging platform is safe to deal with large amount of money

Weaknesses

Weaknesses

• The company is synonym of "value" option

• Because it is a high cost investment, some customers will miss not being able to visit the homes in loco

• Needs to attract new customers base

Opportunities

• The luxury market is projected to grow in the next years

• This product creates a completely new market

• Expand the business for another niche

• This niche is able to pay more

• Charging based on percentage leaves scope to work with any property

• Beyond Club helps local employ-ability

Threats

• Luxury hotel chains are well established in the market

• Strong up and coming competitors

• Local laws and regulations around prices can damper the experience and limit access

• The new concept could be not well accepted