This document discusses Airbnb and its impact on the hotel industry. It begins by defining the sharing economy and how Airbnb fits within that trend. It then summarizes Airbnb's business model, rapid growth, and key reasons for its success, which include meeting consumer needs for value, personalization, and empowerment. The document also outlines some of the challenges Airbnb faces, such as regulation and competition from sites focused on luxury rentals, family travel, or hotel services. In conclusion, while Airbnb is disruptive to the hotel industry, hotels are working to address consumer trends and fight back with enhanced loyalty programs and personalized offers.
Studied the aspects of Digital Business and How Does AIRBNB operates and maintains the relationship with their customers, we have also studied the Business Model Canvas for AIRBNB as well.
We have also seen the Fast Growth of AIRBNB and Geographical Presence for the same
This is a case study I had worked on as a first year MIM student at University of Maryland (College Park), while studying INFM612 (Management of Information Programs and Services), taught by Dr. Ping Wang - a wonderful Professor.
We were given 2 unfortunate incidents that had occurred with a guest and a host of Airbnb, and had to analyze the issues and suggest solutions that can help make Airbnb an even safer option for its guests and hosts.
Airbnb - Business analysis based on Porter 5 Forces David Morand
An analysis of Airbnb is conducted based on Porter 5 forces scheme. We developed a review of the forces influencing hotels and lodging industry. In a second phase we see how IT is influencing this forces and can be turn to advantages. Finally we define Airbnb business model and conduct a SWOT analysis.
The travel revolution - How Airbnb become a billion dollar company.
You can follow me if you want to grab other great resources, articles : http://twitter.com/gtabidze
Studied the aspects of Digital Business and How Does AIRBNB operates and maintains the relationship with their customers, we have also studied the Business Model Canvas for AIRBNB as well.
We have also seen the Fast Growth of AIRBNB and Geographical Presence for the same
This is a case study I had worked on as a first year MIM student at University of Maryland (College Park), while studying INFM612 (Management of Information Programs and Services), taught by Dr. Ping Wang - a wonderful Professor.
We were given 2 unfortunate incidents that had occurred with a guest and a host of Airbnb, and had to analyze the issues and suggest solutions that can help make Airbnb an even safer option for its guests and hosts.
Airbnb - Business analysis based on Porter 5 Forces David Morand
An analysis of Airbnb is conducted based on Porter 5 forces scheme. We developed a review of the forces influencing hotels and lodging industry. In a second phase we see how IT is influencing this forces and can be turn to advantages. Finally we define Airbnb business model and conduct a SWOT analysis.
The travel revolution - How Airbnb become a billion dollar company.
You can follow me if you want to grab other great resources, articles : http://twitter.com/gtabidze
Strategic plan harvard business review casestudy airbnb company Mohie Ismail
This document provides the Strategic Plan for Airbnb for 2017-2021. The plan provides an analysis and evaluation of Airbnb by reviewing the company’s strategic management, profitability and market competitiveness. Methods of analysis include Strategic Position & Action Evaluation (SPACE) Matrix, and Grand Strategy Selection Matrix as well as Situational Analysis.
Airbnb, Inc. Strategic Plan 2017-2021 MBA - strategic Management Assignment...Mohie Ismail
Airbnb, Inc. Strategic Plan 2017-2021
MBA - Assignment for strategic Management course
(Based on Harvard business review - case study June 2017 )
content :
History
Strategic Issues
Situational Analysis
Strategic Analysis and Choice
Recommended Strategy
Vision
Mission
Goals
Strategy
Objectives
Airbnb with all its strategies and experiments is now started to be recognised to be one of the most celebrated service provider in Hospitality Industry
This presentation describes the components of canvas business model of Airbnb. You can find out it's business model clearly with this presentation.
I hope it helps you.
A qualitative market research report that focuses on the lodging competition between Airbnb and hotels. This report provides consumer insights around why travelers prefer one over another and why, and their expectations of each.
Airbnb has become another global platform to turn traveling experience upside down, To develop an app like Airbnb, explore the History, Market Potential, Business Model & Roadmap here.
The digital disruption of airbnb and how IHG should reactYannick Pinkinelli
The presentation covers the digital disruption of airbnb in the hospitality indutry and the best ways for the other players to react (focused on IHG - InterContinental Hotels Group) - Yannick Pinkinelli
An entreprenureial growth journey hilighting the core stratgeies used by Airbnb along with supporting elements that lead to the success of the mulit-billion dolar, disruptive, status-quo challening company.
The travel industry continues to experience changes, stemming from travelers' interest in a more authentic travel experience, comfortable prices and convenience - as well as from technologies which enable companies to respond to these needs. Competitors in the market - including hotels, OTAs, apartment rentals, aggregators and search engines - turn to digital to enhance their offering before, during and after the traveler's journey.
Strategic plan harvard business review casestudy airbnb company Mohie Ismail
This document provides the Strategic Plan for Airbnb for 2017-2021. The plan provides an analysis and evaluation of Airbnb by reviewing the company’s strategic management, profitability and market competitiveness. Methods of analysis include Strategic Position & Action Evaluation (SPACE) Matrix, and Grand Strategy Selection Matrix as well as Situational Analysis.
Airbnb, Inc. Strategic Plan 2017-2021 MBA - strategic Management Assignment...Mohie Ismail
Airbnb, Inc. Strategic Plan 2017-2021
MBA - Assignment for strategic Management course
(Based on Harvard business review - case study June 2017 )
content :
History
Strategic Issues
Situational Analysis
Strategic Analysis and Choice
Recommended Strategy
Vision
Mission
Goals
Strategy
Objectives
Airbnb with all its strategies and experiments is now started to be recognised to be one of the most celebrated service provider in Hospitality Industry
This presentation describes the components of canvas business model of Airbnb. You can find out it's business model clearly with this presentation.
I hope it helps you.
A qualitative market research report that focuses on the lodging competition between Airbnb and hotels. This report provides consumer insights around why travelers prefer one over another and why, and their expectations of each.
Airbnb has become another global platform to turn traveling experience upside down, To develop an app like Airbnb, explore the History, Market Potential, Business Model & Roadmap here.
The digital disruption of airbnb and how IHG should reactYannick Pinkinelli
The presentation covers the digital disruption of airbnb in the hospitality indutry and the best ways for the other players to react (focused on IHG - InterContinental Hotels Group) - Yannick Pinkinelli
An entreprenureial growth journey hilighting the core stratgeies used by Airbnb along with supporting elements that lead to the success of the mulit-billion dolar, disruptive, status-quo challening company.
The travel industry continues to experience changes, stemming from travelers' interest in a more authentic travel experience, comfortable prices and convenience - as well as from technologies which enable companies to respond to these needs. Competitors in the market - including hotels, OTAs, apartment rentals, aggregators and search engines - turn to digital to enhance their offering before, during and after the traveler's journey.
This project analyzes current problems affecting AirBnB's growth and presents marketing recommendations for AirBnB to expand its user base by targeting certain consumer segments.
2. Strategic Issues Analysis (Internal and External) Using the releva.pdfaggarwalenterprises1
2. Strategic Issues Analysis (Internal and External) Using the relevant analytical tools, conduct
an analysis of both the internal and external environment as presented in the case. - Relevant
analytical tools can include PESTEL, SWOT, Stakeholder mapping, Porter's Competitive Forces
Analysis, BCG matrix, strategic capabilities, strategic resource, positioning analysis, etc.
"Nothing is a transaction. Everything is a transformation" (Chesky as cited in Ive, 2015). We are
living in a world which is powered, to a large extent, by a shared economy. To view business as
usual will no longer work. Airbnb's success story, what it has done and achieved, is not just a
celebration of creativity - it is the very definition of game-changer. Company overview Avid
travellers will know Airbnb, an online lodging rental platform. People can become a host on
Airbnb by listing their spare rooms while travellers can search for their holiday locations and
ideal accommodation. Brian Chesky and Joe Gebbia, both graduates of Rhode Island School of
Design, founded AirbedandBreadfast in 2007 to rent out air mattresses and provide breakfast
options in their apartment to visitors attending a design conference in San Francisco. They did so
to pay for their own rental fees. The idea was to offer visitors a way to save some money by not
having to pay prices charged by hotels. A concept totally unheard of in those days, they only
managed to interest three guests. In 2008, they were joined by Nathan Blecharczyk, a computer
engineer trained in Harvard who was also Gebbia's roommate before Chesky. Their initial
intention was to target visitors at large-scale events and conventions, where hotel rooms were
expensive and alternative accommodation was scarce. This effort produced a few thousand
listings in 67 countries. Advertising on Facebook together with email campaigns worked well
during the events. However, revenue dropped to a paltry sum at other times. In 2009, upon
advice from Paul Graham, Founder of start-up incubator Y Combinator, Chesky and Gebbia
went to New York City to gather feedback and learn from their successful hosts. After the visit,
they revamped the website based on the experiences of these hosts and high-quality photographs
of the apartments were added. This was in sharp contrast to the less professional-looking
photographs common on websites such as HomeAway and TripAdvisor. They changed the
company name from Airbedandbreakfast to Airbnb in 2010. The site's offerings were extended
to include the rental of a variety of properties such as entire homes and apartments, private
rooms, castles, boats, manors, treehouses, tipis, igloos and even islands. Business grew steadily
and by 2011, Airbnb raised more than USD 7.2 million and acquired several of its competitors -
Accoleo in 2011 and CrashPadder in 2012. In addition, the company acquired travel guides
NabeWise and Localmind in 2012 which allowed it to provide localised information on various
destinations. By .
Airbnb is an American based online marketplace company that connects travellers with the local inhabitants of a place who wants to rent their property to earn money. Airbnb provides services to the travellers so that they can get an affordable place and they get a chance to know the local residents of the place.
Read our full Bog : https://www.appsrhino.com/how-airbnb-work-business-model-and-revenue-model/
Airbnb Business Model & Revenue Model.pptxNilaadvika
Airbnb operates on a peer-to-peer lodging marketplace model, connecting travelers with hosts who offer unique accommodations. Their revenue model primarily relies on service fees charged to both hosts and guests for each booking. Additionally, Airbnb may generate income through optional host and guest services and partnerships.
To Know More:
https://medium.com/@AaradhyaAarushi/airbnb-business-model-revenue-model-e19669b9aec0
https://www.abservetech.com/airstar-airbnb-clone/
How much does it cost to build a marketplace app like AirbnbNilaadvika
The cost of creating a marketplace app like Airbnb involves many factors, such as app complexity, design intricacy, additional features, design intricacy, and development time. The actual cost of your project could be higher or lower depending on your specific needs.
To Know More:
https://www.linkedin.com/pulse/how-much-does-cost-build-marketplace-app-like-airbnb-andrew-jeffery-cswlc/?trackingId=GhH60SuuRRCzRvR%2BKw7ThA%3D%3D
https://www.abservetech.com/airstar-airbnb-clone/
For Buenos Aires Hospitality client, we helped defining the category, role and purpose. By studying trends, we listen to what the community of clients were saying to shaped a communication strategy that gave The Haig a fresh new look. We also developed a set of tools and media to connect to the Digital Nomads target.
See more at https://www.s3lva.com/thehaigapartments/
Home-sharing platforms like Airbnb, VRBO, and others have experienced significant growth and transformed the hospitality industry. These platforms connect hosts with travelers seeking unique and personalized accommodations.
Disrupting once more the private apartments rental market making every single stakeholder to win, including the hosts, the guests and the hotel industry, which claims to be -not only- facing unfair competition but loosing millions to collaborative platforms.
Company Overview Hotels.com was co-founded by Robert Diener an.docxdonnajames55
Company Overview
Hotels.com was co-founded by Robert Diener and David Litman in 1991. Hotels.com has been purchaced by Expedia but still operates as an independant entityand continues to provide its customers with their unique hotel and motel booking service. Hotels.com is one of the leading online accommodation booking website with properties ranging from international and all-inclusive resorts, to local favorites and bed & breakfasts. Hotels.com also provide specific apps for mobile phones and tablets that allow customers to book on the go with access to “20,000 last minute deals”.
Company History
Founded in 1991 by Robert B. Diener and David S. Litman, Hotels.com was first known as Hotel Reservations Network until the domain name Hotels.com was purchased in 2002 for ~$11m and assigned as the company name. [1][2] In 1995 Hotels.com was one of the first companies to use the Internet to offer their services on a global network. In February of 2000, Hotels.com went public with great success and ranked in the top 1% of public companies until 2003. In 2003, as Hotels.com was valued at $5.5 billion, founders David Litman and Robert Deiner sold their portion of Hotels.com to InterActiveCorp. The founders then left of the company later in 2004.[1]
Legal Issues
In 2007, Lewkowicz and Judith Smith of Oakland filed a class-action lawsuit in Alameda County Superior Court, claiming that Hotels.com did not guarantee wheelchair-accessible rooms. In 2009 the non-profit, DRA (Disability Rights Advocates), reached a settlement with the two major online travel service companies, Hotels.com and Expedia.com. Under the settlement both companies agreed to improve reservation services for travelers with disabilities by adding new features to their websites to improve accommodations for those with disabilities such as, wheelchair accessible showers, braille signage, and assistive telecommunications.[3] [4]
Market
Combined with its parent company Expedia.com, Hotels.com had 40% of USA’s OTA (Online Travel Agent) bookings in 2014. Hotels.com’s major competitors in the USA are Priceline, Orbitz Worldwide, and Travelocity. These four brands had 95% of the US market share in 2014 due to each of these brands owning a number of online room booking services. [5]
There are growing forces of newly entered companies in OTA market that have already become a threat to existing OTAs. Airbnb, founded in 2008, has rental listings of over two million spaces in 34,000 cities in 190 countries, serving 60 million customers to date. Airbnb differentiated its service from traditional OTAs by offering listings of privately owned apartment rooms and homes among other unique options. Airbnb has won popularity among younger generations by offering the experience of homestay accommodations with strict policy to protect guest and host participants. Though it is not publicly disclosed, Airbnb is estimated to of had an average revenue growth of 173% for a one year period between 2011 and .
Hotel Digital Marketing Trends Presentation - Best Stay Croatia 2015 Conference - 20 November 2015.
identify any key area where you are able to provide added value to the traveler across the path to purchase, whether by personalizing, providing the best instant service, offering better value for money, saving time or providing a stress-free experience to consumers, or connecting them to other consumers. Then, decide which tools or devices will enable you to respond to these needs across the traveler’s path to purchase.
The purpose of this presentation is to present the major industry and consumer trends affecting the hotel industry, specifically with respect to the digital evolution and online booking.
A case study on the world's leading Online Travel Agency (OTA), Booking.com, a digital brand which succeeds in maintaining leadership through adapting its strategy to the market and competition, using personalisation, mobile focus, brand building, segmentation, service and UX, loyalty plans and collaborations with its partners
המגמות הדיגיטליות בשירותים הפיננסיים ב-2019 מראות איך מוסדות פיננסיים מאמצים טכנולוגיות ביג-דאטה ו-AI כדי להציע ללקוחות שירות טוב יותר ולספק את דרישותיהם בכל מקום
למרות שרבות מהטכנולוגיות הללו אינן חדשות, הן שולטות באופן שבו המגזר הפיננסי פועל וגדל במהלך 2019. הוסיפו אותן לחבילה הקיימת של פלטפורמות וטכנולוגיות שכבר מתפתחות או מוחלפות בפתרונות חדשים ומתוחכמים יותר המבוססים על AI ועל מכונות למידה ממוחשבת.
מעבר לטכנולוגיה, כל המגמות של השנה ממוקדות בלקוח - השימוש ב-AI ובצ'טבוטים, בארנקים אלקטרוניים, בביג דאטה ובבנקאות פתוחה - נועדו כולם לשפר את השירותים ולהפוך אותם לפרסונליים יותר ויותר, על מנת לספק את דרישות הלקוחות וציפיותיהם.
ככל שהטכנולוגיות ימשיכו להתפתח, המגמות של השנה יחליפו אסטרטגיות מיושנות יותר, ויובילו בסופו של דבר לפתרונות מתקדמים יותר לצרכן המודרני.
In 2019, financial institutions are getting more and more comfortable with digital technologies, digitizing processes, embracing big data and AI, and adopting new delivery methods beyond mobile to satisfy customer demand.
Although many of these technologies are not new, they dominate how the financial sector operates and grows in 2019. Add them to an already existing suite of platforms and technologies that either evolve or are replaced with new, more sophisticated solutions based on AI and machine learning. Beyond tech, all the trends of the year are customer-centric – the use of AI and chatbots, e-wallets, big data, and open banking are all meant to improve and personalize services to satisfy customer demands and expectations. As technologies continue to evolve, the trends of the year will replace outdated strategies and eventually lead to even more progressive solutions for the modern consumer
הצורך בחללי עבודה משותפים (coworking) גדל במהירות בכל רחבי העולם, ומעניקים יתרונות רבים הן לעובדים והן לעסקים ולחברות מכל סוג. במחקר זה נמנה את הגורמים המניעים את מהפכת חללי העבודה המשותפים ואת המגמות והחידושים הבולטים בשנת 2019
The coworking spaces revolution is driven by the need for affordable and flexible workspace that benefit both businesses and employees. Carmelon Digital Marketing research reveals the latest trends.
Employees thrive in coworking spaces and businesses enjoy a wealth of benefits too. Are coworking spaces a fad or a necessity
המחקר המעמיק שערכנו בנושא מגמות וחידושים במסחר האלקטרוני לשנת 2018 מציע תובנות מרתקות על המגמות החשובות ביותר בשנה הקרובה, כשעיקר המסקנות שעולות ממנה הוא שמסע הרכישה האלקטרוני הוא עניין מורכב, שיכול להתרחב גם מחוץ לגבולות הרשת, בצורת קניות בחנויות פיזיות. במקרה זה, התקשורת הרב-ערוצית היא אסטרטגיה חיונית מאוד, בהיותה מעודדת אינטראקציה בין הקמעונאים לקונים בכל הערוצים - מחזית החנות ועד למכשירים חכמים, מחשבים נייחים, מיילים, מוקדים טלפוניים, יישומים חכמים, ואפילו טלוויזיות חכמות.
בנוסף, המודל הסיני של מסחר אלקטרוני הוא דוגמה רבת עוצמה למה שניתן להשיג עם שילוב מדוייק בין מיתוג-מובייל-לקוח. סין מהווה דוגמה מרשימה גם לאופן שבו שימוש בביג דאטה וב- AIיכול להגביר את המכירות וההכנסות
The e-commerce purchase journey is complex, and it can expand offline. Here, omnichannel is the only strategy that makes sense as it fosters interaction between retailers and shoppers across all channels, from storefronts to smart devices and desktops, through emails, call centers, smartphone applications, and even smart TVs.
The Chinese e-commerce model is a powerful example of what is possible to achieve with the right mobile-branding-customer service combination. China also serves as an example of how using big data and AI can boost sales and revenues.
תהליך מכירת ורכישת רכב בדיגיטל, עובר בימים אלו מהפכה של ממש. לא עוד נתיב רכישה מסורתי של יצרן-סוחר-קונה, אלא התמקדות במובייל, באפליקציות ייעודיות, במדיה החברתית, ובקרוב גם שימוש בטכנולוגיות מציאות וירטואלית, מכוניות מחוברות ותקשורת רב-ערוצית בין רכבים
מחקר זה יבחן את המגמות הדיגיטליות של היום, יזהה מה הצרכנים רוצים, מה הוא מסע הרכישה שלהם, מה הם הערוצים הדיגיטליים העיקריים לצרכי מחקר, מידע ונתונים אחרים שיכולים לעזור למוכרים לזהות במהירות את הקהל שלהם ולהתחרות בשוק הרכב עם הכלים המדוייקים והאסטרטגיות הנכונות.
חלק ממגמות השיווק הדיגיטלי למלונות בשנת ב-2018 מתפתחות בקצב מהיר וייכנסו בקרוב לשימוש, בעוד שאחרות - כמו הקדימות הניתנת בתוצאות החיפוש לאתרים מותאמים למובייל (mobile-first) - הן כבר מציאות קיימת שאי אפשר להתעלם ממנה. אז במה צריך להתמקד? השנה, יותר מתמיד, המגמות המרכזיות בשיווק דיגיטלי למלונות מתמקדות בשגרירים החשובים ביותר של המלון שלכם: האורחים. אסטרטגיה שיווקית טובה ורלוונטית תבטיח שהאורחים שלכם ולקוחות פוטנציאליים נוספים יהיו מרוצים ושמחים.
הצלחתם של מנועי meta-search אינה מפתיעה: הם מאפשרים לצרכנים לחפש את העסקה הטובה ביותר בזמן קצר, באמצעות קיבוץ של מלונות, טיסות ושירותים נוספים באתר אחד. כך, הם מאפשרים לצרכנים לחסוך זמן וטרחה. האתרים כבר מזמן אינם מסתפקים בהצעת השוואת מחירים בלבד; והם מנסים לייצר ערך לצרכן – ומכירות עבורם – באמצעות תוכן, חוות דעת, התאמה אישית ושירות, כדי להתמודד עם מתחרים חדשים במעלה משפך המכירות.
Meta-search engines provide consumers a time-saving solution for searching for the best deal, through aggregation of multiple hotel, flight and other travel sources into one website. With new competitors leveraging data at the top of the funnel, meta-search engines turn to new services and monetization strategies.
Mobile First it is.
ההשקעה במובייל מחויבת המציאות. חווית המובייל אינה תרגום של חווית הדיגיטל הכללית שבאה לידי ביטוי בדסקטופ, אלא היא נשענת יותר על מידיות ולוקליזציה. יצירת חווית מובייל דורשת שימוש בפיצ'רים של הטלפון הנייד (כגון מצלמה), ומאפשרת לייצר קרבה, פרסונליזציה ונאמנות.
A “Mobile First” strategy is more important than ever. It requires more than merely transferring a general e-commerce experience into a mobile format as it is more instant and local, and it enables leveraging of the mobile device’s features, such as the camera. Proximity, personalization and loyalty are the three key themes for mobile in 2018.
החסם הגדול בשוק המסחר האלקטרוני, הלא הוא אפקט המיידיות של קבלת המוצרים שהזמנת, הולך ונעלם עקב תחכום גובר בשוק המשלוחים והלוגיסטיקה, והוא מפנה את המקום לאתגר ה"התנסות וההרגשה" של המוצרים טרם הקניה. שתי הסיבות הללו הן אולי ההסבר הפשוט ביותר לעלייתה של הקמעונאות חוצת-הערוצים, בה אונליין, מובייל, סושיאל, וחנויות פיזיות, כולם מתמזגים זה בזה לכדי חויית קניה שקופה ורציפה אחת, כאשר כל ערוץ ממנף את יכולותיו התחרותיות – ותומך, בו זמנית, בערוצים האחרים.
המסחר האלקטרוני איננו – ולא היה מעולם – רק "ערוץ מכירות", ובשנים האחרונות, חברות החלו להפנים זאת. "אל תחשבו על המסחר האלקטרוני כערוץ. זו דרכם של צרכנים לברר, לרכוש, לחוות מותגים, ואז, בסופו של דבר, לקבל אותם", אומר סנדי דגלאס, סמנכ"ל בכיר, קוקה-קולה צפון אמריקה.
ואכן, המסחר האלקטרוני הוא רכיב של קמעונאות חוצת-ערוצים. שחקנים פיזיים מבססים את נוכחותם הדיגיטלית, ומתחרים דיגיטליים מבססים נוכחות פיזית. הדבר בא לידי ביטוי בפעילות אינטנסיבית של מיזוגים ורכישות, כאשר הדוגמאות הבולטות הן רכישת הקמעונאית הפיזית Whole Foods Market ע"י Amazon, ורכישת Jet.com ע"י Walmart. יותר ויותר קמעונאים משתמשים בחנויות כאולמות תצוגה, התומכים בצורך של הקונים לגעת, לנסות ולמדוד לפני הרכישה המקוונת.
חברה שמעוניינת להצליח במסחר אלקטרוני תמנף ערוצים פיזיים ודיגיטליים כאחד, על מנת לספק חויית קניה שקופה ורציפה. חברה כזו תציע את "המחיר הטוב ביותר" תוך שימוש בטקטיקות כמו מינויים, קופונים, cashback, או נאמנות, ותציג את חוות הדעת של הלקוחות על פני הערוצים השונים. כמו כן, היא תציע משלוח חינם / מהיר / באיסוף עצמי.
הבנה של מסחר במדיה החברתית ובמובייל, שילוב בוטים ואינטליגנציה מלאכותית לתוך אלה, ופרסונליזציה, יסייעו לקמעונאיות לייצר יתרון תחרותי ויהפכו עם הזמן לגדר חובה.
אך יותר מכל, יש לזכור כי מסע הקניה אינו מורכב מערוצים; אלא, הלקוחות מעוניינים בחוויית קניה רצופה, למדוד ולנסות פריט בחנות ולרכוש אונליין, להשתמש במציאות מדומה ו/או רבודה, לקבל מידע על המוצר ולאסוף אותו מהחנות, ועוד.
As the immediacy of receiving the products you need becomes a non-issue in e-commerce due to increasingly smart logistics, the main challenge left is the desire to try or feel the products first. This might be the simplest explanation for the rise of omni-channel, where the online, mobile or social channels, and brick & mortar stores, are mixed into a seamless shopping experience, each leveraging its own virtues and supporting the other channels at the same time. E-commerce is not, nor has it ever been, merely a ͞sales channel͟, and companies have adapted to this notion. ͞Don’t think of e-commerce as a channel. It’s a way for consumers to research, to buy, to experience brands and then, ultimately, to have them have fulfilled͟, says Coca-Cola North America’s EVP Sandy Douglas. E-commerce, therefore, is becoming a component of omni-channel commerce. Brick & mortar competitors establish digital presence, and previously pure-play digital competitors establish a physical presence. Recent acquisitions have established the market’s dynamics even further – e.g., Amazon’s acquisition of Whole Foods Market, and Walmart’s acquisition of Jet.com and Bonobos. More retailers today use stores as display spaces that support the need to try out and try on prior to purchasing online.
אמאזון עשויה להיות ״משבשת התעשיות״ הגדולה של העשור האחרון, והיא ממציאה מחדש תעשיות באמצעות מסחר אלקטרוני, תוך שהיא שומרת על מיקוד אסטרטגי בלקוחותיה. דו״ח זה בוחן חלק מהטקטיקות בהן משתמשת אמאזון בתעשיות השונות.
Amazon might be the number 1 distributor of the last decade, re-inventing industries through Ecommerce, through a strategic focus on the customer. This report examines some of the tactics used by Amazon across industries.
חדירת הטכנולוגיה משפיעה על מצב השירותים הפיננסיים באופנים שונים:
• כלכלה שיתופית - מונעת על-ידי רשתות חברתיות
• התנהגות 'על הדרך' – מונעת מאורח חיים אינטנסיבי והצמיחה של טכנולוגיית המובייל
• החיפוש אחר נוחות –מונע מחיבוריות ("האינטרנט של הדברים" וטכנולוגיה לבישה)
ישנה צמיחה בזמן המושקע בשימוש במדיה חברתית בקרב משתמשי אינטרנט בעולם, אשר גורמת להגברת השיתוף והתנהגויות 'Peer to Peer' אשר יוצרות את כלכלת השיתוף.
בנוסף, שיעור חדירת המובייל העולמי מוסיף לצמוח וכתוצאה מכך נולדים פתרונות פיננסיים 'על הדרך' / מובייל. צמיחה בשיעור החדירה של טכנולוגיה לבישה מייצרת לחברות הזדמנויות נוספות.
בנוגע לאימוץ בנקאות אונליין ומובייל כיום, מדינות סקנדינביה מובילות עם שיעור חדירה של למעלה מ-80% של בנקאות אונליין. במדינות האיחוד האירופי, שיעור החדירה עומד על 49% ובמדינות אחרות, בהן ארה"ב, שיעור החדירה הינו מעל 50%.
אנו צופים כי שירותים פיננסיים במובייל יצמחו בשיעור מהיר יותר, כתוצאה מהצמיחה בפתרונות המוצעים באמצעות המובייל וכתוצאה מדרישה של אוכלוסיות צעירות יותר לפתרונות נוחים במיוחד. לפי Federal Reserve, בארה"ב, שיעור השימוש בבנקאות מובייל מוסיף לעלות אך עד כה טרם הגיע לשיעור של בנקאות אונליין, כאשר 43% מכלל בעלי הטלפונים הניידים ו-53% מבעלי הטלפונים החכמים המחזיקים בחשבון בנק, השתמשו בבנקאות מובייל בשנה שקדמה לסקר, בהשוואה ל-71% שהשתמשו בבנקאות מקוונת באמצעות מחשב שולחני, מחשב נייד או טאבלט באותה התקופה.
כיצד להשתמש בדיגיטל כדי לייצר צמיחה?
• בניית אמון באמצעות קשר אישי (תוך שימוש בפלטפורמות חברתיות), בעלות / מומחיות תוכן (שימוש בבלוגים, אתרי מיקרו וכו') וזיהוי נישות באמצעות שקיפות.
• הצעת נוחות. בזמן / במקום (שימוש במכשירים ניידים). שירות עצמי (שימוש במובייל, אונליין וטאבלט).
• הצעת פרסונליזציה. כלי אונליין / מובייל הניתנים להתאמה אישית, תצוגה ספציפית למכשיר (כמו
The high rate of technology penetration is affecting the state of financial services:
• Collaboration economy – driven by social media
• On the go behavior – driven by intensive lifestyles and the rise of mobile technology
• Convenience seeking – driven by connectivity (“the internet of things” and wearable technology)
Time spent on social networking by internet users worldwide is on the rise, causing more sharing and peer to peer behaviors resulting in the “collaboration economy”.
Global Mobile penetration continues to rise, giving birth to more on the go/ mobile financial solutions. Rising penetration of Wearable Technology offers opportunities for companies.
In the EU, online banking adoption rates are 49% in the EU, and in other countries, USA included, penetration surpassed 50%.
We expect Mobile financial services to grow at an accelerated rate, due to the increase in solutions offered through mobile devices as well as younger demographics demand for ultra-convenient solutions. According to the Federal Reserve, in the USA, use of mobile banking continues to rise but is yet to reach the rates of online banking: 43% of all mobile phone owners, and 53% of all smartphone owners with a bank account, had used mobile banking in the 12 months prior to the survey, compared to 71% who used online banking on a desktop, laptop or tablet computer in the same period.
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3. Introduction
• The following presentation aims to explore a disruptive trend for the
hotel industry: the Sharing Economy.
• This trend affects the entire hotel ecosystem, including Online Travel
Agencies (“OTAs”), boutique hotels and hotel chains.
• Another disruptive force in the industry is the penetration of “new
era” competitors such as Google, Amazon.com, Facebook and
Apple to the travel & accommodation industry. This trend is not
covered by this presentation.
4. Competitors - Definitions
Type of Competitor Examples
OTA (online travel agencies), Meta-Search -
leverage their search technology to aggregate
travel search results for the consumer's specific
itinerary across travel service provider (e.g.,
accommodations, rental car companies or airlines)
Expedia (inc. Hotels.com, Hotwire, Travelocity,
Venere, and others), Orbitz.com (which has
agreed to be acquired by Expedia), laterooms and
asiarooms, which are owned by Tui Travel,
Priceline etc.
TripAdvisor, Trivago (Expedia)
Direct Booking: travel service providers such as
accommodation providers, rental car companies
and airlines, many of which have their own
branded websites to which they drive business
Travel companies, inc. Hotels / Hotel Chains,
Airline companies such as - Carlson, Best
Western, Starwood, Accor etc. including joint
efforts by travel service providers such as Room
Key, an online hotel reservation service owned by
several major hotel companies
Vacation Rentals - focuses on vacation rental
properties, including individually owned properties
Airbnb, HomeAway
Online / e-commerce Google, Apple, Facebook, Alibaba, Amazon and
Groupon
5. Intro: Hotel Industry Consumer Trends
• As described in detail on our latest Hotel Digital Marketing Trends, in
order to offer value to consumers, travel industry competitors must
understand what is driving consumers:
Personal Social
Value For
Money
Convenient
The travel consumers
are increasingly
searching for a
tailored, personal
experience
they rely on their
social network and
friends – as a result,
we are witnessing a
booming “sharing
economy”
they are looking for
the most convenient,
instant experience,
straight from their
mobile, seamlessly
moving between
channels
they are looking
for the best offer
that would
maximize the value
they are getting for
their money.
7. What is “The Sharing Economy”?
• “The Sharing Economy”: a trend that stems from the consumers
desire to access and manage assets without the interference of
corporations on the one hand, and from enabling technology and the
emergence of social media on the other hand.
• It mainly refers to digital peer to peer platforms, which allow people
to share goods and services, acting as virtual matchmakers and
lowering transaction costs. Examples include: Uber, Lyft, Lending
Club and Airbnb.
• Per Goldman Sachs, Millennials are especially interested in access
to products without the burdens of ownership.
• According to PhoCusWright’s Share This! Private Accommodation &
the Rise of the New Gen Renter, 22 million adults stayed in private
accommodation when traveling for leisure over the past year.
• This accounts for 17% of all US travelers.
8. What is “The Sharing Economy”?
• Top funded start-ups in the “Collaboration / Sharing Economy”
landscape; Source: Jeremiah Owyang, Crowd Companies
9. What is “The Sharing Economy”?
• Some of the
competitors
operating in
the sharing
economy
landscape,
by Jeremiah
Owyang,
Crowd
Companies.
• full picture:
https://www.
flickr.com/ph
otos/jeremia
h_owyang/1
5780762319
/in/photostre
am/
10. Airbnb: Sharing Economy’s “Poster Child”
• Founded in 2008, Airbnb connects "hosts" with guests
through an online platform – Airbnb.com.
• Though about two thirds of the listings are for an entire
home, guests have multiple options, ranging from living
room couches to shared and private rooms to even
castles, tree houses, and igloos (source: nasdaq.com)
11. Airbnb: Success by the Numbers
• Airbnb recently secured $
1.5 billion in VC financing,
according to a valuation
of over $ 20 billion.
• Since Airbnb's creation in
2008, it has hosted over
40 million guests across
34,000+ cities spanning
over 190 countries.
Currently, there are
almost 2 million listings
worldwide (75% increase
2014 – 2015) with about
25% of them in the U.S.
250
450
900
2013 2014 2015
Airbnb Revenue in $ M
12. Airbnb: Success by the Numbers
Source: Skift 2015 (based on company filings for all except Airbnb which is
self-reported)
1,200,000
1,100,000
722,575 715,000715,000
600,000
500,000 480,000
348,117
156,875
Rooms/ Listings in 2015
13. Airbnb: Success by the Numbers
Source: Skift 2015 (based on company filings for all except Airbnb which is
self-reported)
27.68
24
21.1
14.05
12.6
10.09 9.87
8.14
3.24 2.95
Market Cap / Valuation 2015 USD Billion
14. Airbnb: Success by the Numbers
A new report by Airbnb
shows that, the summer of
2010, about 47,000 people
stayed with an Airbnb host,
compared to almost 17
million people stay at an
Airbnb: X353 growth.
15. Airbnb’s Business Model
• The primary source of Airbnb’s revenue comes from service fees
from bookings. Depending on the size of the reservation, guests are
required to pay a 6% to 12% non-refundable fee. A more expensive
reservation will result in lower service fees for guests.
• With every completed booking, hosts are also charged a 3% fee to
cover processing of guests payments. When a reservation is
booked, guests pay the service fee unless the host cancels or
retracts the listing. If the reservation is altered, Airbnb adjusts
service fees to accommodate users. Source: Investopedia, 2014
16. Airbnb’s Business Model
• While the company mostly targets younger individuals, it
recognized growth in the business travel segment and begun
focusing on business travelers as well. The new business
product will include central billing and a dashboard for travel
managers to track employee itineraries and spending.
• Hosts can now get a “Business Travel Ready” badge for their listings
to make it easier for business customers which means that they
have Wi-Fi, a designated workspace, an iron and hair dryer and a
strict policy when it comes to cancellations - hosts can’t cancel less
than seven days before the planned stay
19. Is Airbnb Disruptive?
• Airbnb accounted for 2.9 million, or 7.8%, of overnight stays in
New York (one of its key markets) in the latest fiscal year,
compared with 33.9 million, 92%, of nightly rentals among
hotels, according to the Hotel Association of New York City.
Yet hotels brought in a larger portion of sales — 95 percent of
gross revenue, or $9.4 billion, thanks to a higher average cost
per room.
• In addition, Airbnb’s growth does not necessarily come at the
expense of the hotel industry, as some of its visitors would not
have considered to travel without the Airbnb option.
• However, the rentals market is most definitely disruptive:
first, it creates a large number of new options for travelers,
competing with hotels; second, competitors in the industry are
courting luxurious segments such as business travelers and
premium travelers.
20. Is Airbnb Disruptive?
• An Airbnb infographic claims that many of the Airbnb travelers would
not have traveled otherwise, indicating that the company increases
the pie – rather than taking a share of it:
21. How is Airbnb Disruptive?
• The vacation rental platforms are also disruptive to OTAs, as
hotels may choose to use the Airbnb platform instead of OTAs
to list their rooms. While typically charge hotels a 10% to 25%
fee per reservation, Airbnb, by contrast, charges hosts a 3%
fee.
• At the recent Revenue Strategy Summit, Mark Carrier,
president of B.F. Saul Company Hospitality
Group, described Airbnb as "a structural threat to our
industry," citing its ability to undercut hotels on price during
critical peak seasons.
• At the same event, McKinsey & Company analyst Ethan
Hawkes predicted the company could rise from 1% to 9% of
the $1 trillion global hospitality bookings market by 2020.
(source: CNN, 2015)
23. Airbnb: Key Success Factors
• Airbnb’s success stems from the fact that it meets the
needs of the consumers, in particular the millennial
consumer (born between 1980 and 2000):
1. Democratization (part of the VFM trend)
2. Loyalty and Community (part of the VFM trend)
3. Sense of Belonging (part of the Personalization
trend)
4. Customer Empowerment – the micro entrepreneur
5. Brand Building through content and engagement
24. Airbnb: Key Success Factors
Democratization (part of the VFM trend)
• The company says it wishes to “democratize” services by
bringing them to the hands of the people.
• The company claims that 81%of hosts share the home in
which they live, and that the travelers assist local economy.
Therefore, staying with Airbnb is positioned as “a community
which benefits local economies across the world by
supporting residents and local businesses, and
encouraging cultural exchange.”
• OTAs and hotels cope with this strategy by offering tie-ins with
local services (such as: local gym access for a lower fee), and
new pricing methods such as bids, last minute offers and
reverse bids.
25. Airbnb: Key Success Factors
Loyalty and community
• Airbnb’s referral program has changed
over the years as a result of a “trial and
error” strategy.
• In 2014, Airbnb’s new referrals program
has resulted in hundreds of thousands of
nights booked by referred users in 2014,
and referrals increased booking as much
as 25% in some markets.
• Loyalty has been one of the focus areas
for hotels in the past year, with mobile-
based customized plans helping to attract
customers.
26. Airbnb: Key Success Factors
Sense of Belonging (part of the Personalization trend)
27. Airbnb: Key Success Factors
Sense of Belonging
• Part of Airbnb’s DNA is the idea that we are all citizens of
the world, and that every “home” is “our” home.
• Hotels might suffer from a more distant image in
comparison.
• However, through personalized offers, or tie-ins with
“sharing economy” initiatives such as social meetings
and dinners, hotels can overcome this barrier. It also
might serve the hotel’s differentiation, to position the
hotel as an ex-territory, not necessarily connected locally.
28. Airbnb: Key Success Factors
Customer Empowerment – the micro entrepreneur
• According to the Airbnb, a host’s average annual income per
listing is $ 7,770.
• The company, and other apartment rentals companies, have
recognized that the secret to success lies in their ability to
draw the best properties, in the best locations.
• The fight over great properties manifests not only in pricing
changes, but also in the tools that companies have been
offering hosts, to better market and manage their apartments.
• Hotels cannot, apparently, help people make money.
However, OTAs may adopt the same tools as a solution
offered to hotels and other service providers.
29. Airbnb: Key Success Factors
• At its Airbnb Open conference, Nov. 2015, Airbnb announced a few
new tools to help hosts from pricing to making sure guests have
everything they need.
• A Host Assist feature for easy key management – smart locks to
send virtual keys, and lockboxes to hide physical keys (currently in
Paris).
• It is important to mention that the company is adding smart pricing in
order help set a price for the listing, according to demand.
• According to Tech Crunch, Smart Pricing is going to be a
progressive rollout.
Customer Empowerment – the micro entrepreneur
31. Airbnb: Key Success Factors
Host’s tools include an Apple Watch up, to manage the
process
32. Airbnb: Key Success Factors
Brand Building through content
• The company’s content strategy is a best-in-class story.
• Airbnb uses photos, videos, print magazines and social media, to
spread inspiration regarding locations and hosting / travelling
experiences.
• The company uses content to connect its community, but also to
build trust and to inspire more people to travel, even if they did not
plan to or if they are on a budget.
34. Airbnb: Challenges
• Airbnb’s growth is not a smooth sail: the company has
encountered many problems along the way, and still has
to overcome challenges, including:
1. New, niche-oriented competitors are beating the
company at its own game
2. Lack of trust among consumers and hosts
3. New business models emerge
4. Becoming Customer-oriented: empowering the
owner, not the consumer
5. Regulation
6. Consumer backlash due to apartment price hikes
35. Competition | Family Focus - HomeAway
• The most prominent competitor for Airbnb is also the oldest
competitor – Homeaway, with its family of companies including
VRBO, VacationRentals.com, Homelidays, Ownersdirect, Abritel,
Travelmob and others.
• Only entire homes qualify to be listed on HomeAway, as the
company believes in offering “The whole house. The whole
family. A whole vacation.”
• HomeAway used to charge homeowners an annual fee of between
US$349 and US$999, but did not receive any further income per
booking. It has switched to an Airbnb-like pay-per-booking (PPB)
model early 2014, taking 10-20% per booking from hosts. It has
further announced that it will start charging guests an average of 6%
per booking, although specific details are not yet known.
• The company was recently acquired by Expedia, in the latter’s
attempt to enter the rentals market.
40. Competition | Premium - OneFineStay
• Launched in 2010, OneFineStay.com is a home rental agency for
luxury homes in London, Los Angeles, New York and Paris with an
average market price around $2 million.
• Recent industry news indicates Hyatt Hotels participated in
a $40 million investment in the business.
41. Competition | Premium - OneFineStay
• Onefinestay aims to offer the consumers that which Airbnb lacks:
personal service, and a quality signature.
42. Competition | Customer Focus - Flipkey
• Flipkey is owned by TripAdvisor.
• It should be noted that Flipkey specifically targets offers to those that
manage 5 or more rental properties. This website focuses on the
property owner with empowering tools, to help the host succeed:
business analysis tools for 5 or more rentals including ROI analysis,
automated listings, expert advice, unlimited photos, verified reviews,
global exposure, analytics and special offers.
The website also lists the
relationship with TripAdvisor
as a point of attraction to both
consumers and hosts.
44. Competition | Hotel Services - BeMate
THE WELCOME YOU DESERVE
One of our City Mates will await your arrival to guarantee everything is at your complete
satisfaction and to assist you with every question or need.
Currently available in Madrid, Barcelona, Málaga, Florence and Amsterdam, coming
soon everywhere else.
https://www.bemate.com/
46. Regulation
• Cities are beginning to pay more
attention to the sharing economy’s
poster child. In some cities, Airbnb is
already not allowed due to lease
restrictions against subleasing an
apartment, homeowners association
or co-op board rules, or lack of proper
zoning and permitting for what is
essentially an "illegal hotel" (a
residential property with three or more
units that are leased for a period less
than 30 days).
• Airbnb has tried to respond both via
marketing & PR, but consumers are
already starting to understand the
difference between a regulated hotel,
and a random apartment.
47. Trust | How Airbnb Builds Trust
Documentation
• Professional
photographs –
and later, videos
Social Networks
• Airbnb Social
Connections
(launched in
2011) leverages
users’ social
graphs via
Facebook
Connect
Communication
• Blog and social
media are used
to respond to
stories and
explain how the
company
handles the
situation
Reviews
• the website
features reviews
and ratings for
both hosts and
visitors
Infrastructure
• An open phone
line
• $1,000,000 Host
Guarantee
49. Hotels Respond to the Airbnb Threat
• Hotel chains are beginning to recognize to the potential threat of the sharing
economy, and particularly Airbnb, especially ever since Airbnb had announced that
it will try to attract more business travelers – the bread and butter of many chains.
• Main strategies used by hotel chains:
Provide a Better
Experience
• Utilizing the same
competitive tactics
designed to
compete with OTAs
• For example,
focusing on the
entire experience;
incorporating loyal
programs; digital
check ins;
concierge services;
etc.
• Offer budget stays
– with hotel
amenities.
Leverage the
platform
• Apartment rental
platforms provide
another source to
drive visits to the
hotel’s website.
• Hotels may choose
to target specific
segments such as
families through
this platform.
Differentiation
• Hotels might
actually want to
leverage that
feeling of ex-
territory instead of
considering it as a
disadvantage.
• In addition, with
vacation rentals,
hotels should
emphasize the
amenities, trust and
security that they
offer the guests.
M&A
• Hotels and OTAs
have turned to
deals in order to
win a share of the
vacation rental
market – such as
Expedia’s
acquisition of
HomeAway or
Hyatt’s investment
in OneFine Stay.
50. Hotel Strategies: Marriott
• In addition to offering Netflix on its guest rooms, Marriott is trying to
approach millennial, social consumers with a new, more affordable
model, “Moxy”, currently tested in Milan and New-Orleans.
http://moxy-hotels.marriott.com/
• The concept, designed in collaboration with Ikea, aims to offer
young travelers the services (and bar) they expect from a hotel – for
a lower price.
51. Hotel Strategies: Marriott
• Taking a note from Airnbnb on approaching this
consumer segment, the Moxy concept uses content
marketing, with a web series with a “quirky” and
humoristic attitude. http://moxy-
hotels.marriott.com/whats-up/do-not-disturb-atthemoxy
52. Hotel Strategies: Marriott
• To emphasize its advantages over Airbnb, the concept communicates its
hotel services and the lucrative Marriott loyalty program.
53. Hotel Strategies: Hilton
• Chris Nassetta, CEO of Hilton Worldwide, said in October 2015 that
the company is not worried by Airbnb, as this is an entirely different
segment in hospitality, that Hilton is not pursuing – i.e., budget
travelers. However, with Airbnb’s pursuit of the business traveler
segment, we expect to see Hilton communicating its ultra-
convenient offers to this segment, such as the Hilton HHonors app.
• Through the Hilton HHonors app,
guests can plan their trip, reserve
and choose their room, order in-
room items and check out.
• Digital Key enables frequent
guests the option to bypass the
hotel check-in counter and access
their rooms, as well as any other
area of the hotel that requires a
key, directly via the Hilton
HHonors app. Hilton Digital Key is
currently available at 17 property
hotels.
54. Hotel Strategies: IHG
• In order to compete, IHG
is sharpening its big data
utilization, to offer better
rewards to its loyal
customers. It is also
strengthening its digital
presence, and invests in
a mobile experience.
• For example, IHG has
recently launched a new
top-tier membership
category for its IHG
Rewards Club loyalty
program called “Spire
Elite.”
IHG Investor Presentation, 2015
55. Hotel Strategies: IHG
• In June 2015, IHG launched a series of mobile and in-hotel digital
technology pilots:
Mobile Check In and Check Out:
guests can manage their stay via their
mobile device, including confirmation of
arrival time and SMS notification of
when their room is ready.
Mobile Folio:
allows guests to view their hotel bill in
real time on their mobile device, before
receiving their final bill during Mobile
Check Out
56. Hotel Strategies: IHG
Mobile Room Key
Technology:
gives guests the
opportunity to
bypass the front
desk when
checking into their
room.
IHG Guest Request:
A service which allows guests to
make a request instantly through
the IHG® App.
iBeacon technology: Beacons placed in the lobbies and restaurants of
our hotels recognize IHG® Rewards Club members using
the IHG® App in close proximity. They then send information to the guest’s
smartphone, including personalized notifications and offers relevant to
their stay. The pilot is being implemented in a selection of hotels in China.
57. Hotel Strategies: Sheraton
• Sheraton announced a major change to the company’s hotels, with the
Sheraton 2020 plan designed to adapt the hotels to their local surrounding,
bringing in local designers, so you won’t walk into every Sheraton in the
U.S. or China and have the same look and feel.
• Food and beverage will be based on local ingredients as well, through a
new initiative called “Paired” that plays off the fresh market concept with
unique parings of local ingredients.
58. Hotel Strategies: Boutique Hotels
• Boutique hotels, marketing a unique experience, might be the
accommodation’s industry segment that is most at-risk.
• In order to turn a threat into an opportunity, Boutique hotels now
listing rooms on Airbnb to fill vacancies.
59. Everyone’s Goal: “Entire Trip”
• Hospitality companies are targeting the entire trip, aiming to accommodate
the various needs of the traveler. Through this, companies can offer a better
experience and more convenience, and they can also find new growth.
• One of the key technologies for companies in this regard is the smartphone:
Hilton, for example, considers the smartphone as the consumers’ “remote
control” for the entire travel experience.
• In this field, OTAs have taken the upper hand, since they have planned the
trip (rather than the accommodation alone) from the start. However, major
hotel chains have already stated that they are concentrating on the
traveler’s entire trip as well.
• Airbnb has said in an interview to Fast Company in 2014, "Our business
isn't the house - our business is the entire trip.” Indeed, the company is well
positioned to leverage its community to offer additional peer-to-peer
services.
60. Current Competitors’ Focus Areas
Business
Travelers
Families
Individuals
Airbnb
Home
Away
Hotel
Chains
Boutique
Hotels
Kid &
Co.
Millennials Older Travelers
Millennials Older Travelers
OneFine
Stay
61. Strategies by Focus Areas
Millennials Older Travelers
Business
Travelers
Families
Individuals
All-Mobile
Experience
Afforda-
bility
Social
experience
Loyalty
Concierge
apps /
Services
Personaliz-
ation
Millennials Older Travelers
62. Thank You!
The research was conducted by:
Hamutal Schieber
Schieber Research | Market Research & Competitive Intelligence
www.researchci.com | hamutal@researchci.com
Executive Summary. For the full research - please contact
Carmelon Digital Marketing
http://www.carmelon-digital.com