This document provides an overview of innovation strategy through business models in the digital age, using Airbnb as a case study. It discusses how the internet has changed business models, from traditional bricks and mortar to pure online players to click and mortar combinations. Case studies of Virgin Megastore, Amazon and Fnac are presented as examples of each type of business model. The document also outlines Airbnb's business model of allowing people to list, discover and book unique accommodations around the world.
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.
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
The business model canvas of Airbnb a San Francisco Startups that helps people rent places.
You can see more details in my blog: http://startupbizmodel.com
(in portugueses)
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 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.
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
The business model canvas of Airbnb a San Francisco Startups that helps people rent places.
You can see more details in my blog: http://startupbizmodel.com
(in portugueses)
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
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
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.
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
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
In today's sales world, technology is your friend. Without it, life is short, brutish and nasty as it was for the neanderthals!
Learn how to combine those tried and true sales tools with today's technology based tools to get the most out of all your sales activities.
There is no magic bullet, but there is a very straight path to successful sales results for those who learn to work multiple sales techniques.
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
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.
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
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
In today's sales world, technology is your friend. Without it, life is short, brutish and nasty as it was for the neanderthals!
Learn how to combine those tried and true sales tools with today's technology based tools to get the most out of all your sales activities.
There is no magic bullet, but there is a very straight path to successful sales results for those who learn to work multiple sales techniques.
Nicolas Ferrary - Airbnb - HUBFORUM Paris 2013HUB INSTITUTE
HUBFORUM PARIS 2013
Panel : # The Rise of the Disruption Economy
Intervenant : Nicolas Ferrary - Directeur France - Airbnb
http://www.hubforum.com/paris/2013/
www.hubinstitute.com
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
Types of technology transfer & acquisition; Modes of technology transfer; Importance, barriers & steps in internal technology transfer; Importance, barriers & steps in external technology transfer; Management of technology acquisition by a nation;
Sharing Economy is a set of practices and models that, through technology and community, allows individuals and companies to share access to products, services and experiences.
This report - part of the "Inspiring Route" project - analyses and understands the main themes related to Sharing Economy through stories, examples, numbers, case studies.
- Create a Networked, Outward looking Innovation Culture
- Monitor technology breakthroughs, major customer behavior changes and experiment to find solutions.
- Search actively for new business models
-............
Building Business Models Around E-Commerce and Augmented RealityZugara
This was a presentation Zugara CEO Matthew Szymczyk gave at ARE (Augmented Reality Event) on June 2, 2010 on building business models around e-commerce and augmented reality.
The Global NetworkISYS11862081Course BackgroundCourse.docxcherry686017
The Global Network
ISYS1186/2081
Course Background
Course Details
Course Name:
The Global Network
Course Code:
ISYS1186 (Postgraduate offering)
ISYS2081 (Undergraduate offering)
Credit Points:
12
Contact Details
Dr Huan Vo-Tran (Course Coordinator of F2F and Online Offering)
Email: [email protected]rmit.edu.au
Phone: +61 3 9925 1699
Location: Building 80, Level 9, Office 48
Availability: via appointment
Laki Sideris
Email: [email protected]rmit.edu.au
Phone: + 61 3 9925 8240
Availability: via appointment
Assessment
Total of two assessment tasks for the course.
Each worth 50%
Assignment Guide can be found on Blackboard under “Assessment Submission”
All assessment items must be submitted through Blackboard
Any extensions must be formally submitted using the correct forms as per RMIT policy.
All assessment items must be placed onto Turnitin for the detection of plagiarism.
All emails to be should have the course code in the header: ISYS1186 or ISYS2081.
The Global Network
The ‘spaces’ that this course will touch upon ....
The ‘wired web’ / Internet
Mobile web / mobile business
Social media / mobility
And other emerging communication technologies
The Global Network …
The course deliberately aims to be exploratory in nature
The primary questions
How will the changing network / mobility / social communication impact on your future work?
We will explore, debate and have fun looking at current and emerging trends
The Global Network ...
Wired web...
While initially a distributed computer infrastructure
Content quickly became a focus of WWW
The Global Network ...
Mobile communication
Initially established as a voice carrier
Focus was on
Technology
Different carriers
Standards
Devices
Content was secondary
Changes in network speed / devices / applications
See a shift towards
Mobile content
Mobile service
The Global Network ...
Social media / mobility
Mobile phone access to social spaces
Ad hoc mobile networking
Location aware / social tracking
Social media marketing
Social media training
Learning networks
The Global Network ...
What does this mean for:
Business?
Advertising
Customer contact
Service access and delivery
Broader society?
Location aware
Privacy
Social network / influence
Information access?
Portable information access
Screen design
Remote clients
E and M-business frameworks
Aims
Provide initial background on business concepts and models associated with electronic and mobile applications
Use this as a starting framework for ongoing focus associated with global communication developments
Electronic Commerce
Back to basics !
Language of electronic business…
E-business jargon
B2B:
Business to Business. Supply chain interoperability
B2C:
Business to Consumer. Main popular focus of e-commerce development
B2B2C:
Business to Business to Consumer: product/service is on-sold to the customer by a third part eg: travel agents selling airline bookings to a customer
E-business jargon ...
How Successful Marketers Are Embracing Connection, Communication and CommerceKahuna
As the costs to acquire users continue to rise, the winning brands will aim to create authentic connections with users through owned communication channels like in-app messages, push notifications and email. This presentation showcases how brands can do this and the importance of automation in building an effective owned communication strategy for the mobile era.
The digital and social media trends to watch. 2015 and beyond seminar: are yo...CharityComms
Ashley Friedlein, CEO, Econsultancy
Visit the CharityComms website to view slides from our past events, see what events we have coming up and to check out what else we do.
http://www.charitycomms.org.uk
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Bitcoin Lightning wallet and tic-tac-toe game XOXO
Innovation strategy through the business model in digital
1. INNOVATION
STRATEGY
THROUGH
THE
BUSINESS
MODEL
IN
THE
DIGITAL
CASE
STUDY:
AIRBNB
Supervisor:
Peter
O’Connor
Student:
Faiz
Mimita
Monday
30
march
2015
2. INNOVATION
STRATEGY
THROUGH
THE
BUSINESS
MODEL
IN
THE
DIGITAL
CASE
STUDY:
AIRBNB
Supervisor:
Peter
O’Connor
Student:
Faiz
Mimita
Monday
30
march
2015
5. IntroducHon:
Internet
has
changed
our
world
§
Access
to
several
sales
channels
§
Access
to
informa9on
§
Access
to
interac9ve
pla;orm
§
The
community
power
§
Readap9ng
their
business
model
§
Apply
new
technology
to
transform
their
business
§
Digital
startups
are
forcing
tradi9onal
business
to
innovate
Internet
is
about
doing
everything
faster,
beWer
and
cheaper
§
Development
of
Mcommerce
7. Part
1:
What
is
my
Business
Model?
“A
business
model
describes
the
ra9onale
of
how
an
organisa9on
creates,
delivers,
and
captures
value”
Source:
Alexander
Osterwalder
and
Yves
Pigneur
–
Business
Model
Genera9on
8. Bricks
&
Mortar
Pros
Cons
Trust/authority/legi9macy
Immediate
possession
of
the
product
Low
marke9ng
cost
–
Customer
acquisi9on
cost
Shopping
is
a
social
ac9vity
Mul9ple
payment
methods
High
costs
(startup,
fixed,
opera9on…)
Perceived
as
more
expensive
Market
limita9on
Bricks
and
Mortar
9. Case
study
:
Virgin
Megastore
Suppliers
&
manufacturers
Publishers
Merchandising
One
stop
entertainment
shop:
wild
range
and
variety
of
mainly
books,
music,
electronics,
events
9ckets
Exci9ng
interac9ve
shopping
experience
Possibility
to
meet
ar9sts
Well
strategically
located
shops
Effec9ve
customer
service
Emailing
Virgin
megastore
membership:
-‐Discounts,
-‐Gies.
Mass
market
Royal9es
(Brands)
Rent
Sponsoring
of
events
Labor
Inventory
management
Stores
sales
Franchising
Royal9es
Virgin
Megastore
stores
Physical
warehouses
Marke9ng
&
branding
Human
resources
10. Pure
players
Pros
Cons
Convenience
and
9me
saving
Possibility
to
target
any
customer
Agrac9ve
rates
Unlimited
inventory
Low
startup
costs
and
fixed
costs
Green
Security
and
privacy
Profitability
/
High
customer
acquisi9on
cost
Online
reputa9on
management
Low
entry
barriers
Limited
payment
op9ons
Delivery
9me
11. Case
study
:
Amazon
Suppliers
&
manufacturers
Network
of
sellers
Publishers
Logis9c
partners
(DHL…)
Affiliates
Payment
solu9ons
Ne;lix
Spo9fy
Merchandising
IT
infrastructure,
soeware
design,
digital
content
Online
retail,
internet
services
&
kindle
Compe99ve
pricing
(low
cost)
Wide
range
of
product
and
services
Same
day
delivery
Automated
service
User
friendly
Customized
online
profiles
and
recommenda9ons
Easy
to
use
Quick
delivery
Mass
market
Students
Mothers
Labor
Supply
chain
management
Economy
of
scales
Marke9ng
&
technology
–
content
Development
of
the
pla;orm
Online
sales
Adver9sement
Ebooks
and
content
Student
membership
Market
place
commission
Mom
membership
Amazon
prime
membership
Music
subscrip9on
Amazon.com
Mobile
app
Affiliate
(Market
place)
Human:
Web
and
applica9ons
development
Intellectual:
Kindle
pla;orm
12. Bricks
&
Mortar
Pure
Players
Click
&
Mortar
1.
Limit
of
the
ecommerce
experience
2.
Consumers
looking
for
more
value
3.
Use
mobile
as
bridge
to
increase
sale
1.
Develop
brand
awareness
(use
of
social
media)
2.
Reach
broader
audience
3.
Entry
barriers
against
pure
players
Click
and
mortar
13. Click
and
mortar
Pros
Cons
Combine
the
advantages
of
brick
and
mortar
and
pure
players
Cross-‐selling
:
Robo
/
Showrooming
Trade
off
physical
stores
vs.
online
presence
Channel
conflict
High
costs
of
physical
buildings
and
large
sales
staffs
14. Case
study
:
Fnac
Major
brands
(Apple,
Bose,
Samsung,
Sony…)
Editors
(books,
music
labels,
video
games…)
Travel
agencies
(Fnac
voyages)
Service
companies
(SNCF,
Lagardère…)
Shipping
companies
(Laposte,
DHL…)
Clients
(second
hand
market)
Wholeselling
:
mul9media,
high
tech,
books,
music,
photography…,
High
Tech
Manufacturing
Services:
events
9ckets,
travel,
products
reviews
Wild
range
of
products
Kids
area
Electronics
&
games
Cultural
travels
Newsleger
Social
network
Personal
assistant
Aidefnac.com
Fnac
loyalty
program
Produc9on
and
support
Labor
Royal9es
(brands)
Rent
Sponsoring
(fes9val,
cultural
events)
Technology
Inventory
management
Marke9ng
Physical
store
sales
Online
sales
Franchising
Royal9es
Physical
store
Click
and
mag
Click
and
collect
Click
and
relais
colis
Human:
Web
and
applica9ons
development
Intellectual:
Kindle
pla;orm
Mass
market
Looking
for
high
tech
and
innova9ve
products
Family/kids
16. The
sharing
economy
Source:
The
Economist,
the
rise
of
the
sharing
economy
9th
March
2013
17. Technological
breakthroughs
(Pla;orms)
Climate
change/Resource
scarcity
(cost
of
owning
vs.
Accessing)
Rapid
urbanizaHon
(Inventory)
Demographic
and
social
change
(Pla;orm
usage)
The
sharing
economy
21. Kayak
Orbitz
Family
and
friends
for
the
seed
capital
Pla;orm
development
and
maintenance
Hosts:
generate
revenue
out
from
an
unused
accommoda9on
space.
Guests:
available
airbeds
and
couches
at
affordable
rate
especially
during
mega
event
and
a
local
customer
experience.
Public
rela9on
Affilia9on
of
new
lis9ngs
Word
of
mouth
Conference
agendees
in
San
Francisco,
New
York
and
other
US
regions
Young
leisure
travelers
in
USA
Hosts
and
guests
should
be
above
18
years
old
Website
10%
commission
paid
by
the
guest
on
each
transac9on
Breakfast
cereal
sales
AirBedAndBrea
kfast.com
Kayak
Orbitz
Airbed
and
breakfast
pla;orm
Seed
capital
Airbed
and
Breakfast
Business
Model
23. Y
Combinator
Y
Venture
Sequoia
Capital
Photographers
PayPal
WesternUnion
Effec9ve
customer
travel
experience
Affordable
rates
Availability
during
mega
events
Unused
asset
consump9on
Value
of
belonging
to
a
trusted
community
Easy
to
use
website
Cost
saving
Wide
range
of
loca9on
Airbnb
website,
app,
Airbnb
community
team
SMS,
users
review
Local
brand
ambassadors
Local
events
Online
payment
Human
resources
Servers
Photographer
Marke9ng
3%
commission
on
the
host
6
to
12%
commission
on
the
guest
Airbnb
website
Double
sided
Pla;orm
Community
of
hosts
and
guests
Strong
branding
Venture
capitalist
2010
Airbnb
Business
Model
Pla;orm
development
and
maintenance
Community
engagement
Photography
Mass
market
-‐Hosts
-‐Guests
25. Local
photographers
Venture
capitalists
Payment
solu9ons
Insurance:
Lloyd’s
of
London
Effec9ve
customer
travel
experience
Affordable
rates
Availability
during
mega
events
Unused
asset
consump9on
Value
of
belonging
to
a
trusted
community
Easy
to
use
website
an
app
Cost
saving
Wide
range
of
loca9on
Pineapple
magazine
free
of
charge
for
the
community
member
Website,
mobile
app,
community,
support
team,
SMS,
users
review…,
Local
brand
ambassadors,
Local
events,
Round-‐the-‐
clock
service
hotline,
Pineapple
magazine
Online
payment
Human
resources
Insurance
Servers
Photographer
Marke9ng
Round-‐the-‐clock
service
hotline
3%
commission
on
the
host,
6
to
12%
commission
on
the
guest,
Pineapple
magazine
sold
at
12$.
Website/app
Social
media,
Search
engine,
other
links,
local
events,
word
of
mouth,
network
effect,
referred
program,
hotline…
Double
sided
Pla;orm
Community
of
hosts
and
guests
Strong
branding
Venture
capitalists
Airbnb
Current
Business
Model
Pla;orm
development,
Local
events
and
community
engagement,
Photography,
Round-‐
the-‐clock
service
hotline,
Pineapple
magazine
edi9on
Mass
market
in
190
countries:
-‐Hosts
-‐Guests:
Leisure
travelers
(90%)
Business
travelers
(10%)
28. Local
photographers
Venture
capitalists
Payment
solu9ons
Insurance:
Lloyd’s
of
London
Concierge
Standard
values
Adapted
lisHng
to
business
travelers
Premium
service
Free
round
the
clock
for
premium
Website,
mobile
app,
community,
support
team,
SMS,
users
review…,
Local
brand
ambassadors,
Local
events,
Round-‐the-‐
clock
service
hotline,
Pineapple
magazine
Online
payment
Human
resources
Insurance
Servers
Photographer
Marke9ng
Round-‐the-‐clock
service
hotline
Premium
3%
commission
on
the
host,
Premium
6
to
12%
commission
on
the
guest,
Round
the
clock
Pineapple
magazine
sold
at
12$.
Website/app
Social
media,
Search
engine,
other
links,
local
events,
word
of
mouth,
network
effect,
referred
program,
hotline…
Double
sided
Pla;orm
Community
of
hosts
and
guests
Strong
branding
Venture
capitalists
Pla;orm
development,
Local
events
and
community
engagement,
Photography,
Round-‐
the-‐clock
service
hotline,
Pineapple
magazine
edi9on
Mass
market
in
190
countries:
-‐Hosts
-‐Guests:
Leisure
travelers
(80%)
Business
travelers
(20%)
Business
Model
:
SaturaHon
risk
30. Local
photographers
Venture
capitalists
Payment
solu9ons
Insurance:
Lloyd’s
of
London
Standard
values
Loyalty
program
Website,
mobile
app,
community,
support
team,
SMS,
users
review…,
Local
brand
ambassadors,
Local
events,
Round-‐the-‐
clock
service
hotline,
Pineapple
magazine
Online
payment
Human
resources
Insurance
Servers
Photographer
Marke9ng
Round-‐the-‐clock
service
hotline
Loyalty
program
0%
commission
on
the
host,
9
to
15%
commission
on
the
guest,
Pineapple
magazine
sold
at
12$.
Website/app
Social
media,
Search
engine,
other
links,
local
events,
word
of
mouth,
network
effect,
referred
program,
hotline…
Double
sided
Pla;orm
Community
of
hosts
and
guests
Strong
branding
Venture
capitalists
Pla;orm
development,
Local
events
and
community
engagement,
Photography,
Round-‐
the-‐clock
service
hotline,
Loyalty
program
Mass
market
in
190
countries:
-‐Hosts
-‐Guests:
Leisure
travelers
(90%)
Business
travelers
(10%)
Business
Model
:
Fierce
compeHHon
32. Local
photographers
Venture
capitalists
Payment
solu9ons
Insurance:
Lloyd’s
of
London
Local
authoriHes
Standard
values
Website,
mobile
app,
community,
support
team,
SMS,
users
review…,
Local
brand
ambassadors,
Local
events,
Round-‐the-‐
clock
service
hotline,
Pineapple
magazine
Online
payment
Human
resources
Insurance
Servers
Photographer
Marke9ng
Round-‐the-‐clock
service
hotline
Law/Lobby
firms
3%
commission
on
the
host,
6
to
12%
commission
on
the
guest
Pineapple
magazine
sold
at
12$.
Website/app
Social
media,
Search
engine,
other
links,
local
events,
word
of
mouth,
network
effect,
referred
program,
hotline…
Double
sided
Pla;orm
Community
of
hosts
and
guests
Strong
branding
Venture
capitalists
Pla;orm
development,
Local
events
and
community
engagement,
Photography,
Round-‐
the-‐clock
service
hotline,
Tax
collecHon
Mass
market
in
190
countries:
-‐Hosts
-‐Guests:
Leisure
travelers
(90%)
Business
travelers
(10%)
Business
Model
:
Legal
challenges