Airbnb : A Spare Room for Debate blogs.hbr.org (blog) These are precisely the kind of quality and safety controls that city regulators enforce for traditional lodgings, and for which they collect taxes.
The trust and safety team at Airbnb handles caseloads of user conflicts, doing everything from monitoring new reservations for trigger words like “Western Union” or personally calling every group of eight or more people who made a reservation in...
“This policy brief recommends the adoption of city-level policies allowing residents a reasonable amount of latitude to host and be compensated by short-term guests. The Sustainable Economies Law Center (SELC) recommends that cities adopt such laws in order to increase the affordability of housing, diversify local tourism opportunities, and create new sources of local wealth and city revenue.”
For some time now, hotel companies have been trying to improve the type and quality of data they hold on their guests and customers. The question now is how can this data be maximised in the hotel distribution battle? EyeforTravel's Ritesh Gupta explores this with two senior distribution executives from Kempinski Hotels and InterContinental Hotels Group
Hotel companies have been focusing on customised offers and delivering a personalised experience for their quest to get more and more direct bookings. Increasingly, hotel companies are approaching this by digging deeper into the available customer data and then using it as effectively as possible.
As the data accumulated continues to deliver competitive benefit, hotel companies are recognising that the more detail they have, the better they can analyse digital marketing interactions.
When fast-food powerhouse McDonald’s saw its stock prices declining in the late 1990s, the CEO of McDonald’s Switzerland Urs Hammer, took action. The company needed to diversify its revenue stream, and he thought the best course of action was converting Big Mac eaters into hotel guests.
In 2001, two Golden Arch Hotels opened in Switzerland. Because the restaurant chain had served more than 74 million customers in the country, Hammer assumed the hotel concept would translate into an abundance of guests already familiar with the brand.
But the golden yellow arches did not shine brightly.
Despite the fanfare and McDonald’s relative ubiquity, guests couldn’t marry the idea of a fast-food giant as a 4-star upscale hotel. Design issues and perception coupled with economic woes in the early aughts caused the hotels to flounder. In 2003, they were sold, becoming the Park Inn Zurich and the Park Inn Lully.
I recently read an article on Airbnb on Euromonitor that declared: “Airbnb.com Poses Only a Small Threat to Hotel Industry.” The truth is, Airbnb is not only a threat, but is actually a great disruptor for the hotel and travel sector. The article I cited makes three critical errors in reaching its erroneous conclusion. Let’s break them down.
L’amende infligée à un propriétaire new-yorkais présent sur Airbnb.com interpelle tous les acteurs de la location saisonnière. Petra Friedmann, présidente Europe de HomeAway, plaide pour sa part en faveur d'une harmonisation de la législation.
L’Echo touristique : Quelle est votre avis concernant la condamnation d’un propriétaire présent surAirbnb à payer une amende ? Petra Friedmann : Nous sommes concernés. Mais cette décision de justice ne représente pas une menace pour nous, comme elle peut l’être pour Airbnb. Notre cœur d’activité repose sur des destinations balnéaires, essentiellement pour des familles, et non sur des villes telles que New York. Cependant, nous avons effectivement des locations dans des destinations urbaines. Et nous restons solidaires d’Airbnb, dans le sens où le jugement (de New York, Ndlr) nous conforte dans l’idée qu’il faut une réglementation raisonnable et transparente autour de la location de vacances.
A 2013 travel trends report, part 2 Travel Weekly Airbnb.com has tapped into a trend that has gone viral: Online travelers book rooms in private homes, apartments or even aboard moored yachts. The hosts ...
First-Mover Disadvantage: Hitting the Market Before it's Ready The Next Web Startups like Flipkart invested heavily in creating alternate cash collection mechanisms to improve per-transaction economics.
Collaborative consumption, the sharing economy, and communal consumption are all different ways of saying that corporations are no longer in the middle of brands and their customers who love them. Businesses are not only popping up -- they are becoming very popular with consumers and investors. Recently featured on the cover of Forbes, Airbnb is disrupting the hotel industry. Lyft is disrupting the taxicab business. And Wheelz is disrupting the world of car rentals.
Here’s good news for travel and hospitality websites: In mature global travel markets, growth will remain consistent. But there’s a catch. For companies that want to exceed that growth, it’s critical to make the most of every single customer interaction so mastering upsells and add-ons is becoming more important.
Close your eyes and imagine what the hotel industry will be like in a year… in five years… in 20 years.
What will hotels look like? Will hotel operations have changed drastically? Will value still be the primary factor for consumers when booking a stay? Will flagged or boutique properties be more popular? Will the technology that we use today still be used in the distant (or not-so-distant) future?
When I dream, here’s what I imagine the hotel industry will be like in the future:
It's in the cloud
In recent years, there has been a huge interest in cloud-based technology in all facets of our lives. From Salesforce to Dropbox, we are all very familiar with the benefits of cloud technology: cost-effective; saves on electricity; info is accessible from any computer, at any time; and direct, real-time information transfer.
So it only makes sense that cloud-based hotel technology will be the next big thing for optimizing hotel operations. While most hotels today use a physical, on-site PMS, I predict that over time, we will see cloud-based versions of all operations systems: PMS, channel manager, RMS, etc. in most properties worldwide.
Transparency is an absolute necessity when pricing hotel rooms in this increasingly fragmented marketplace, said heads from two of the largest hotel companies in the world during last week’s EyeforTravel Travel Distribution Summit Europe 2013.
As consumers become more savvy, they can quickly decipher what platforms and channels offer the best prices and to whom, said Brian Hicks, VP of revenue management at InterContinental Hotels Group.
“Customers are searching more than ever, and the bottom line is this is going to change the way that we price,” he said. “The transparency issue is not going away, so we need to embrace it. It’s not only on our rates but also about our company and who we do business with—corporate responsibility. These are all things people do their research about, and believe it or not, it all comes back to pricing.”
“(Online travel agencies) and third-party partners are growing at a faster pace than brand.com and direct channels. Search-engine marketing and affiliate marketing are getting increasingly expensive,” he said. “Anything you now want to do at a direct level costs more, and the entry of new disruptive technologies and channels has greatly changed thingsFurther complicating matters is the plethora of third-party booking platforms that have sprung up in recent years, said Chinmai Sharma, VP of revenue management and distribution at Louvre Hotel Group.
When HomeAway says Airbnb isn't a direct competitor, we think HomeAway doth protest too much. These markets will undoubtedly converge over the long term.
Airbnb’s market of primary-home rentals is fundamentally different thanHomeAway’s second-home vacation-rental market, argues the CFO of HomeAway, but “when Airbnb gets a lot of bad news,” such as when it is incorrectly declared illegal in New York City, “that doesn’t help us.”
Of course, Airbnb hasn’t indeed been declared illegal in New York City, although the practices of some of its hosts clearly violate short-term rental laws.
Vacation rentals may have arrived late to the online travel party – but the industry has rapidly transformed into a vibrant online segment and investor favorite. Even as the housing meltdown and economic recession dealt a twin blow to the sector, online bookings surged, jumping from just 12% of the overall vacation rental market in 2007 to 24% in 2012, according to a new PhoCusWright report.
The market's complexity and fragmentation bring lingering challenges, but strong online momentum will continue to drive rapid growth. By 2014, three in ten U.S. dollars spent on vacation rental will be booked online – an online travel penetration just a few points shy of the hotel and lodging segment.
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