Read"Case 2: Airbnb in 2018" in your McGraw Hill/connect textbook.

In the accommodations market, Airbnb appears to have a significant advantage over its competitors as it relates to regulations affecting the operations of its business.

Developa business strategy that will allow Airbnb to meet local, state, and international regulatory requirements and motivate individuals to benefit from participating in this space of the accommodations market. Address the following questions:

• How can Airbnb ensure the ethical treatment of consumers?
• Should there be a separate strategy for the international component of their business model?

Introduction and Airbnb company description / Develop business strategies that will provide sustainable competitive advantage for an organization.

2. Discuss & give examples of Airbnb's ethical treatment of consumers & their envir onment.

3. Analyze how the Airbnb organization's internal environment relates to its competitive advantage.

4. Analyze the external environments of Airbnb's organization. Discuss compare/contrast the challenges for meeting varying regulations in different markets.

5. Evaluate the probability of success of Airbnb's organization's implementation plan. Discuss varying strategies in different international arenas - is one strategic plan enough?

Cite Reference

Airbnb In 2018 aconnect John D. Varlaro Johnson & Wales University John E. Gamble Texas A&M UniversityCorpus Christi Airbnb was founded in 2008 when Brian Cheslty and a friend decided to rent their apartment to guests for a local convention. To accommodate the guests. they used air mattresses and referred to it as the "Air Bed & Breakfast.\" It was that weekend when the ideaand the potential viabilityof a peertopeer roomsharing business model was born. By 2018. Airbnb had seen immense growth and success in its IO-year existence. The room-sharing company had expanded to over 190 countries with more than 4 million listed properties and had an estilnated valuation of SJ] billion. Airbnb seemed poised to revolutionize the hotel and tourism industry through its business model that allowed hosts to offer spare rooms or entire homes to potential guests. in a peer-reviewed digital marketplace. This business model's success was leveraging what had become known as the sharing economy. Yet. with its growth and usage of a new business model. Airbnb was now faced with resistance. as cit}! ofcials. owners and operators of hotels. motels. and bed and breakfasts were all crying foul. While these traditional brick-and-mortar establishments were subiect to regulations and taxation. Airbnb hosts were able to circumvent and avoid such liabilities due to participation in Airbnb's digital marketplace. In other instances. Airbnb hosts had encountered legal issues due to city and state ordinances governing hotels and apartment leases. Stories of guests who would not leave and hosts needing to evict them because city regulations deemed the guests apartment leasees were beginning to make headlines. As local city and government ofcials across the United States. and in countries like Japan. debated regulations concerning Ajrbnb. Brian Chesky needed to manage this new business model. which had led to phenomenal success within a new. sharing economy. OVERVIEW OF ACCOMODATION MARKET Hotels, motels, and bed and breakfasts competed within the larger, tourist accommodation market. All businesses operating within this sector offered lodging, but were differentiated by their amenities. Hotels and motels were defined as larger facilities accommodating guests in single or multiple rooms. Motels specifically offered smaller rooms with direct parking lot access from the unit and amenities such as laundry facilities to travelers who were using their own transportation. Motels might also be located closer to roadways, providing guests quicker and more convenient access to highways. It was also not uncommon for motel guests to segment a longer road trip as they commuted to a vacation destination, thereby potentially staying at several motels during their travel. Hotels, however, invested heavily in additional amenities as they competed for all segments of travelers. Amenities, including on-premise spa facilities and fine dining, were often offered by the hotel. Further, properties offering spectacular views, bolstering a hotel as the vacation destination, may contribute to significant operating costs. In total, wages, property, and utilities, as well as purchases such as food, accounted for 59 percent of the industry's total costs-see " Exhibit 1.EXHIBIT 1 Hotel, Motel, and Bed & Breakfast Industry Costs as Percentage of Revenue, 2017 Costs Hotels/Motels Bed & Breakfasts Wages 24% 19% Purchases 27% 21% Depreciation 10% 9% Marketing 2% 2% Rent and Utilities 8% 11% Other 13% 22%'Tne Dec! 8. breakfast market was primarily domestic. \"Includes both domestic and international travelers. Approximately 20% was associated with international travelers. Source; wwwiblsworldcom. While differing in size and target consumer. all hotels. motels. and bed and breakfasts were subject to city. state. and federal regulations. These regulations covered areas such as the physical property and food safety. access for persons with disabilities. and even alcohol distribution. Owners and operators were subject to paying fees for different licenses to operate. Due to operating as a business. these properties and the associated revenues were also subject to state and federal taxation. In addition to regulations. the need to construct physical locations prevented hotels and motels from expanding quickly. especially in new international markets. Larger chains tended to expand by purchasing preexisting physical locations. or through mergers and acquisitions. such as Marriott International Incfs acquisition of Starwood Hotels and Resorts Worldwide in 2016. A BUSINESS MODEL FOR THE SHARING ECONOMY Startu p companies have been functioning in a space commonly referred to as the \"sharing economy\" for several years. According to C'heslty. the previous model for the economy was based on ownership.1 Thus. operating a business rst necessitated ownership of the assets required to do business. Any spare capacity the business facedeither within production or servicewas a direct result of the purchase of hard assets in the daily activity of conducting business. Airbnb and other similar companies. however. operated through offering a technological platform. where individuals with spare capacity cotlld offer their services. By leveraging the ubiquitous usage of srnartphones and the continual decrease in technology costs. page 03 these companies provided a platform for individuals to instantly share a number of resources. Thus. a homeowner with a spare room could offer it for rent. Or. the car writer with spare time could offer [his or her} services a couple of nights a Week as a taxi Service. The individual simply signed up through the platform and began to offer the service or resource. The company then charged a small transaction fee as the service between both users was facilitated. Within its business model. Airbnb received a percentage of what the host received for the room. For Ajrbnb. its revenues were decoupled from the considerable operating expenses of traditional lodging establishments and provided it with signicantly smaller operating costs than hotels. motels. and bed altd breakfasts. Rather than expenses related to owning and operating real estate properties. Airbnb's expenses were that of a technology company. Airbnb's business model. therefore. was based on the revenue-cost-margin structure of an online marketplace. rather than a lodging establishment. With an estimated | | percent fee per room stay. it was reported that Airbnb achieved protability for a rst time in 20K).2 Airbnb's revenues were estimated to increase from approximately $6 million in 2010 to a projected $ |.2 billion in 20l7see Exhibit 3. However. it was announced in an annual investors' meeting that the company had recorded nearly $3 billion in revenue and earned over $90 million in profit in 2017.3 EXHIBIT 3 Airbnb Estimated Revenue and Bookings Growth, 2010-2017 (in millions) 2010 2011 2012 2013 2014 2015 2016 2017 Estimated Revenue $6 $44 $132 $264 $436 $675 $945 $1,229 Estimated Bookings Growth 273% 666% 200% 100% 65% 55% 40% 30%A CHANGE IN THE CONSUMER EXPERIENCE AND RATE Airbnb. however. was not just leveraging technology. It was also leveraging the change in how the current consumer interacted with businesses. In conjunction with this change seemed to be how the consumer had deernphasized ownership. Instead of focusing on ownership. consumers seelned to prefer sharing or renting. Other startup companies have been targeting these segments through subscription-based services and on-demand help. From luxury watches to clothing. experiencingwand not owningassets seelned to be on the rise. Citing a more experientialbased economy. C hesky believed Airbub guests desired a community and a closer relationship with the host-and there seemed to be support for this assertion.4 A recent Goldman Sachs study showed that once someone used Airbnb. their preference for a traditional accommodation was greatlyr reduced.5 The appeal of the company's value proposition with customers had aliowed it to readily raise capital to support its growth. including art $850 million cash infusion in 20|6 that raised its estimated valuation to $30 billion. A comparison of Ajrbnb's 2018 estimated market capitalization of $31 billion to the world's largest hoteliers is presented in Exhibit 4. EXHIBIT 4 Market Capitalization Comparison, 2018 (in billions) Competitor Market Capitalization Marriot International Inc. $49 Airbnb $31 Hilton Worldwide Holdings. $25 Intercontinental Hotels Group $11 Source: Yahoo Finance (accessed April 2018); "Airbnb Announces It Won't Go Public in 2018," Business Insider, http://www.businessinsider.com/airbnb-announces-it Recognizing this shift in consumer preference, traditional brick-and-mortar operators were responding. Hilton was considering Page C-9 offering a hostel-like option to travelers." Other entrepreneurs were constructing urban properties to specifically leverage Airbnb's platform and offer rooms only to Airbnb users, such as in Japan' where rent and hotel costs were extremely high. To govern the community of hosts and guests, Airbnb had instituted a rating system. Popularized by companies such as Amazon, eBay. and Yelp, peer-to-peer ratings helped police quality. Both guests and hosts rated each other in Airbnb. This approach incentivized hosts to provide quality service, while encouraging guests to leave a property as they found it. Further, the peer-to-peer rating system greatly minimized the otherwise significant task and expense of Airbnb employees assessing and rating each individual participant within Airbnb's platform.NOT PLAYING BY THE SAME RULES Local and global businesses criticized Airbnb for what they claimed were unfair business practices and lobbied lawmakers to force the company to comply with lodging regulations. These concerns illuminated how due to its business model. Airbnb and its users seemed to not need to abide by these same regulations. This could have been concerning on malty levels. For the guest. regulations exist for protection from unsafe accommodations. Fire codes and occupation limits all exist to prevent injury and death. Laws also exist to prevent discrimination. as traditional brick-and-mortar accommodations are barred from not providing lodging to guests based on race and other protected classes. But. there seemed to be evidence that Airbnb guests had faced such discrimination front hostss Hosts might also expose themselves to legal and nancial problelus from accommodating guests. There had been stories of hosts needing to What guests who would not leave. and due to local ordinances the guests were actuallyr protected as apartment leasees. Other stories highlighted rooms and homes being damaged by huge parties given by Airbnb guests. Hosts might also be exposed to liability issues in the instance of an injury or even a death of a guest. Finally. there were accusations of businesses using Airbnb's marketplace to own and operate accommodations without obtaining the proper licenses. These locations appeared to be individuals on the surface. but were actually businesses. And. because of Airbnb's platform. these pseudo-businesses could operate and generate revenue without meeting regulations or claiming revenues for taxation. Airbnb continued to respond to some of these issues. A report was written and released by Airbnb in 2015 detailing both discrimination on its platform and how it would be mitigated. Airbnb also settled its lawsuit with Salt Francisco in early ZOIY. The city was demanding Ajrbnb enforce a city regulation requiring host registration. or incur signicant nes. As part of the settlement. Ajrbnb agreed to oer more information on its hosts within the city.g And in 2013. Airbnb began partnering with local municipalities to help collect taxes automatically for rentals within their jurisdictions, helping to potentially recoup millions in lost tax revenue. 10 11\"WE WISH TO BE REGULATED, THIS WOULD LEGITIMIZE US\" Recognizing that countries and local municipalities were responding to the local business owner and their constituents' concerns. Cheslq.r and Airbnb have focused on mobilizing and advocating for consumers and business owners who utilize the app. Airbnb's website provided support for guests and hosts who wished to advocate for the site. A focal point of the advocacy emphasized howthose particularly hit hard at the height of the recession relied on Airbnb to establish a revenue stream. and prevent the inevitable foreclosure and bankruptcy. Yet. traditional brick-and-mortar establishlnents subject to taxation and regulations have continued to put pressure on government ofcials to level the playing field. \"We wish to be regulated: this would legitimize us.\" Cliesky remarked to Noah in the same interview on The Darn- Show. 12 Proceeding forward and possibly preparing for a future public oerilig. Chesky would need to manage how the progressive business modelwhile t for the new. global sharing economymay not t older. local regulations. (3