1. Air bnb
Airbnb
Airbnb
Création
2008
Siège social
San Francisco (États-Unis)
Direction
Brian Chesky (CEO, Co-Founder)
Joe Gebbia (Chief Product Officer, Co-Founder)
Nathan Blecharczyk (CTO, Co-Founder)
Activité
Voyage, technologie
Site web
https://www.airbnb.fr
modifier
Airbnb est une plateforme communautaire de location et de réservation de logements de particuliers
fondée en 2008 par les américains Brian Chesky (en) et Joe Gebbia.
Sommaire
[masquer]
 1 Concept
 2 Historique
 3 Modèle économique
 4 Concurrents
 5 Critiques
 6 Références
 7 Annexes
o 7.1 Article connexe
o 7.2 Liens externes
Concept[modifier | modifier le code]

2. Airbnb permet à des particuliers de louer tout ou partie de leur propre habitation comme logement
d'appoint. Le site offre une plateforme de recherche et de réservations entre la personne qui offre
son logement et le vacancier qui souhaite le louer. Il couvre plus de 500 000 annonces en plus de
33 000 villes et 192 pays. De la création en novembre 2008 jusqu'en juin 2012, plus de 10 millions
de nuits ont été réservées sur Airbnb1,2.
Historique[modifier | modifier le code]
Airbnb a été fondé en novembre 2008 par Brian Chesky, Joe Gebbia et Nathan Blecharczyk à San
Francisco en Californie 3. Les fondateurs racontent que l'idée d'Airbnb est née de leur propre
expérience. En 2007, alors qu'ils habitaient à San Francisco, ils savaient qu'un congrès de design de
premier plan s'organisait dans leur ville, mais que toutes les chambres d'hôtel avaient été réservées.
Ils ont alors décidé d'offrir leur logement, avec un petit déjeuner et un accueil local, à quelques
étrangers assistant à l'événement4.
Le financement original a été obtenu de l' incubateur d'entreprises Y Combinator. Plus tard, Greylock
Partners (en), Sequoia Capital et Ashton Kutcher aussi ont investi dans l'entreprise5,6.
Modèle économique[modifier | modifier le code]
Le prix des nuitées est fixé par les hôtes qui sont libres de fixer le prix pour leur logement. Des
commissions sont prélevées sur l'hébergeur, à hauteur de 3 % du prix de la nuitée, et sur le
locataire, qui paie, lui, un peu plus cher (en fonction du prix de la nuitée) 3.
Concurrents[modifier | modifier le code]
De nombreux sites de location de logements entre particuliers ont vu le jour depuis la création
d'Airbnb, en 2007. Au niveau européen, le principal concurrent est Wimdu, entreprise basée à Berlin
et créée en 2011. En France, 3 sites se partagent le reste du marché : Sejourning, MorningCroissant
et Bedycasa7.
Critiques[modifier | modifier le code]
En France, l’essor des plateformes de location de logements entre particuliers sur Internet telle
qu’Airbnb intensifie le phénomène de sous-location[réf . nécessaire]8. Selon la loi du 6 juillet 1989, le
locataire n’est pas autorisé à louer un logement sans un accord écrit du bailleur. Le propriétaire doit
être informé des conditions de sous location, sur la durée de la location et son prix. Tout
enrichissement personnel du locataire est interdit.
Le 13 février 2014, le tribunal de grande instance de Paris a condamné pour la première fois un
locataire qui avait mis une de ses chambres en sous-location via le site internet. Le locataire a été
condamné à payer 2 000 euros de dommages et intérêts à son propriétaire9.
La mairie de Paris critique principalement la spéculation financière que provoque les plateformes de
location en diminuant les surfaces d’habitation dans la capitale. À Paris, les services de protection
des locaux d'habitation luttent contre les résidences secondaires transformées illégalement en
locations meublées touristiques. En 2013, 420 logements ont été contrôlés8.
Références[modifier | modifier le code]
1. ↑ airbnb.fr: Airbnb : 10 Millions de Nuits Réservées [archive]
2. ↑ lechotouristique.com: Airbnb.com franchit le cap des 10 millions de nuitées [archive]

3. 3. ↑ a et b Audrey Fournier, Airbnb, l'hôtelier 2.0 en quête de respectabilité [archive], Challenges, 8 avril 2014
4. ↑ Le succès d'Airbnb rebat les cartes de l'hôtellerie, [archive] Le Monde
5. ↑ blog.airbnb.com: No, We’re Not Punking You – Ashton Joins the Airbnb Team! [archive]
6. ↑ crunchbase.com: Airbnb [archive]
7. ↑ « La crise favorise le partage qui devient un vrai business émergent » [archive], sur La
Tribune, 27/01/2014 (consulté le 08/09/2014)
8. ↑ a et b Le développement de plateformes de location sur Internet facilite la sous -location [archive] - Lefigaro.fr -
Mai 2014
9. ↑ Première condamnation d'une sous-location sur Airbnb [archive] - lefigaro.fr - 23 mai 2014
Annexes[modifier | modifier le code]
Article connexe[modifier | modifier le code]
 Customer to customer
Liens externes[modifier | modifier le code]
 (fr) Site airbnb.fr
 (en) Site airbnb.com
Airbnb
Airbnb
www.airbnb.de
Motto Weltweit private Unterkünfte finden.

4. Beschreibung Community-Marktplatz zur weltweiten Buchung und
Vermietung von Unterkünften
Registrierung kostenlos
Sprachen Englisch, Deutsch, weitere
Eigentümer Airbnb, Inc.
Erschienen August 2008
Status aktiv
Airbnb ist ein 2008 im Silicon Valley gegründeter Community-Marktplatz für weltweite Buchung und
Vermietung von Unterkünften, ähnlich einem Computerreservierungssystem. Private Vermieter
können ihr Zuhause an Menschen vermieten, die eine Unterkunft fernab des Pauschaltourismus
suchen. Von der Gründung im Jahr 2008 bis zum Juni 2012 wurden nach Angaben des
Unternehmens mehr als zehn Millionen Übernachtungen über Airbnb gebucht. [1]
Inhaltsverzeichnis
[Verbergen]
 1 Konzept
 2 Finanzierung und Investoren
 3 Steuerliche Behandlung
 4 Ähnliche Anbieter
 5 Weblinks
 6 Einzelnachweise
Konzept[Bearbeiten]
Airbnb wurde 2008 von Brian Chesky, Joe Gebbia und Nathan Blecharczyk in San
Francisco gegründet.[2] Der ursprüngliche
Name Airbedandbreakfast (englisch: Luftmatratze und Frühstück) wurde 2009 verkürzt zu Airbnb.
Das Unternehmen bietet Unterkünfte in 192 Ländern und über 26.000 Städten an. Airbnb stellt als
Online-Plattform den Kontakt zwischen Gastgeber und Gast her und ist für die Abwicklung der
Buchung verantwortlich. Die Transaktion findet dabei ausschließlich über die Plattform statt. Der
Gast bezahlt den Betrag für seine Buchung per Kreditkarte an Airbnb. Dem Gastgeber wird der

5. Betrag erst 24 Stunden nach Anreise ausgezahlt, um sicherzustellen, dass der Gast die Unterkunft
so vorfindet, wie sie ihm angeboten wurde. Vom Preis für die Unterkunft berechnet Airbnb 6 –12 %
zusätzlich vom Gast, abhängig von der Höhe des Unterkunftpreises[3] und vom Gastgeber behält
Airbnb direkt bei der Auszahlung zusätzlich 3 % des Unterkunftpreises ein.
Jeder Nutzer, also Gastgeber und Gast, stellt sich auf Airbnb über eine Profilseite vor, er muss ein
Bild hochladen und eine Telefonnummer angeben. Gastgeber beschreiben ihre Unterkunft anhand
eines vorgegebenen Formulars und mithilfe von Fotos. Eine Suchfunktion gibt die Möglichkeit,
spezifische Anforderungen in die Recherche mit einzubeziehen, z. B. Kosten, Größe, Ausstattung,
Anwesenheit des Gastgebers, Familienfreundlichkeit, Frühstück, bereits bestehende Verbindungen
zum Gastgeber. Außerdem hat Airbnb Unterkünfte zu bestimmten Themen (Wein, Flit terwochen,
beliebte Städte, Baumhäuser, Winter) zusammengestellt. Gast und Gastgeber können sich
gegenseitig bewerten. Eine Bewertung kann nur dann abgegeben werden, wenn tatsächlich eine
Buchung über die Webseite abgewickelt wurde. Mit einer Rechner -Funktion kann man kalkulieren,
welche Einkünfte mit der eigenen Unterkunft erzielt werden können.
Die Dienstleistungen von Airbnb können auch über die mobile Website oder die kostenfreie App
für Apple iOS[4] und Android (seit Januar 2012) genutzt werden.
Finanzierung und Investoren[Bearbeiten]
Die ersten Finanzmittel erhielt das Unternehmen vom im Silicon Valley beheimateten
Gründerzentrum Y Combinator. Weitere Kapitalgeber waren die beiden Venture-Capital-
Unternehmen Andreessen Horowitz und General Catalyst, welche auf die Förderung von Start-
Ups spezialisiert sind, sowie die Investitionsgesellschaft DST Global.[5]
Nach Übernahme des deutschen Wettbewerbers Accoleo eröffnete Airbnb im Juni 2011 mit einem
Büro in Hamburg die erste Niederlassung des Unternehmens außerhalb der USA. Per 31. Dezember
2013 wurde der Kundenservice in Europa zentral nach Irland verlagert. Mit der Verlagerung des
Kundenservices wurden fast alle europäischen Büros geschlossen und ein Großteil der Mitarbeiter
betriebsbedingt gekündigt. In Deutschland ist Airbnb noch mit einem Büro in Berlin vertreten. [6]
Steuerliche Behandlung[Bearbeiten]
Airbnb-Anbieter machen mit ihrem Angebot Hotels und Pensionen Konkurrenz. Letztere müssen
ihren Gästen in vielen Ländern Mehrwertsteuer berechnen (mancherorts auch eine Ortstaxe).
Manche Airbnb-Vermieter deklarieren ihre Einkünfte aus Vermietung und Verpachtung nicht in ihrer
Steuererklärung.
Im US-Bundesstaat New York ermittelt im Herbst 2013 der Generalstaatsanwalt gegen Airbnb.
Ungefähr 15.000 Menschen vermieteten Appartements über Airbnb; er nehme an, dass Steuern in
zweistelliger Millionenhöhe dem Staat New York geschuldet würden. Er – der Generalstaatsanwalt –
werde seine Bemühungen verschärfen, um dafür zu sorgen, dass für Airbnb dieselben Regeln gelten
wie für jedermann.[7]
Ähnliche Anbieter[Bearbeiten]
 9flats - europäisches Original
 HouseTrip - stärker auf gewerbliche Ferienwohnungen spezialisiert
Weblinks[Bearbeiten]

6.  Airbnb.de
Einzelnachweise[Bearbeiten]
1. Hochspringen↑ Airbnb: 10 Millionen Nächte gebucht. Airbnb, 19. Juni 2012, abgerufen
am 20. Juli 2012.
2. Hochspringen↑ Bruce Upbin: Airbnb Could Have More Rooms Than Hilton By 2012. Forbes
Magazine, 29. Juni 2011, abgerufen am 17. Juni 2012 (englisch).
3. Hochspringen↑ Airbnb: Was sind die Airbnb Servicegebühren? Airbnb, abgerufen
am 22. Dezember 2012.
4. Hochspringen↑ Jenna Wortham: Airbnb Raises Cash to Expand Budget-Travel Service. The
New York Times, 10. November 2010, abgerufen am 17. Juni 2012 (englisch).
5. Hochspringen↑ Andreessen Horowitz, General Catalyst lead $112m investment in
Airbnb. AltAssets, 25. Juli 2011, abgerufen am 17. Juni 2012 (englisch).
6. Hochspringen↑ Airbnb buys German clone Accoleo, opens first European office in
Hamburg. Techcrunch, 1. Juni 2011, abgerufen am 15. November 2012.
7. Hochspringen↑ SZ 18. Oktober 2013: Großverdiener mit Luftmatratze und Frühstück
SWOT Analysis Airbnb, my final list
@airbnb_uk @AyrbnbScotland #Airbnb
4/24/2014
0 Comments
SWOT FOR AIRBNB
Its been a few weeks in the making but I have completed a list of Strengths, Weaknesses,
Opportunities and Threats for Airbnb.
Based on these I have created 6 Strategic goals for the company but I need to work on
these before presenting.

7. The strategic tools I used: PESTEL, Porters 5 Forces and Competitor Analysis for external
analysis (macro and micro).
For internal analysis the tools of choice: VIRO, Porters Value Chain, The Mikinsey 7 S
Model. (All of theses are on my Strategy link - look above)
Team Airbnb, hope these are along the right lines... I am looking forward to seeing the
'Strategic Plan on a Page' when its published.
Strengths
 Peer to Peer collaborative consumption business model that allows the public to
share their resources.
 A powerful and 'cool' image and reputation
 Highly skilled employees throughout the organisation.
 A portfolio of 660,000 properties, served 9 million guests as of 2013 and 4 million
registered users on the site
 Online trust and verification system for users and travelers.
 A primary focus on Customer support with 24/7 support with over 30 languages.
 A unique and beautifully crafted UX/UI design for their web site.
 A young entrepreneurial, innovative and malleable organisation.
 Chip Conely - Boutique Hotel and Hospitality entrepreneur
 A core focus on hospitality.
 Fund raining capability (Appendix D: $360m to date)
Weaknesses
 Legal and Lobbying internal capabilities to deal with local and federal governments
and antiquated hospitality laws (Law defined before the advent of modern
technology).
 A lack of focus on the positive environmental impact their business model provides to
world (less exploitation of finite resources and more sharing)
 Lack of differentiation for the business. To remain competitive new services and
products need to be developed.
 Incentives to ensure customers provide feedback on their experiences thus
enhancing their trust and verification systems.
 A robust and full end to end service, where customers can get from their front door to
the renters door and back again from a single site.

8. Threats
 Legal issues surrounding taxes, health and safety laws are been used to discredit the
company but lobbyists and litigators.
 There are many companies copying the business model and services provided by Airbnb:
9flats.com, wimdu.com, clickandrent.com, travelrent.com and tvil.ru.
 Bad press surrounding destruction to renters homes and apartments, due to what Airbnb call bad
actors.
 Social Media and the threat of horror stories going viral
 Illegal listing on their website could pose issues for them with regarding regional laws for
example.
 The business model used is new and unforeseen issues are appearing regularly "the sharing
economy exists in an "economy sandwich", a gray area located somewhere between less-regulated
private ownership and highly regulated public commerce ."
Opportunities
 Tough economic climate ensures that travelers are looking for the best deals in town. A lot of
options for travelersand the unique advantage of experiencing the 'real' culture and society.
 As a pioneering Sharing economy business model company, Airbnb are defining the rules for
this model.
 Mobile device usage continues to rise exponentially (44% growth per annum)
 Airbnb mobile app provides a convenient way for travelers to make short-term rentals.
 Airbnb's perception is considered cool . Airbnb offers a unique alternative to traditional rentals
and accommodation.
 As there are many other companies copying their business they have an opportunity
to differentiate themselTTvesby offering other goods and services. e.g. Home cleaning,
insurance, travel guides, users suggestions, partnering with Airlines etc.
 Network effect for growth - already demonstrated but growing
 Global reach on the internet.
 Local City partnering with tourism guides and other tourist services.
Business Model Breakdown – Collaborative Consumption
THU NOVEMBER 8
 Business Model Breakdown
 innovation
 collaborative consumption
The growth-consumption paradox is approaching its peak – the reality that we cannot grow infinitely in a finite
world is setting in. While economists and politicians continue looking for opportunities to squeeze blood out of
a stone, groups of consumers and businesses are beginning to experiment with new models of consumption in
order to reinvent our economy. In this edition of Business Model Breakdown, we are going to analyze

9. collaborative consumption and look at how business model innovation is helping to redefine the way we use
resources.
“Now, the foundation of modern life is beginning to disintegrate. The institution which once drove men to
ideological battles, revolutions, and wars is slowly dying out in the wake of a new constellation of economic
realities that is moving society to rethink the kinds of bonds and boundaries that will def ine human relations in
the coming century. In the new era, markets are making way for networks, and ownership is steadily being
replaced by access.”
Jeremy Rifkin, The Age of Access (2000)
Access replacing ownership. It’s a simple idea that undermines one model of economics (crony capitalism) and
underpins another (the sharing economy). Rather than individually aspiring to own property and accumulate
assets, what would happen if we shifted our focus to sharing resources and prioritizing access over ownership?
It is a question that has inspired the creation of an entirely new economic model, one known as collaborative
consumption.
Collaborative consumption is a new economic model that revolves around sharing, where resource
consumption is done collectively rather than individually, thereby maximizing efficiency. Imagine a car that
sits dormant 90% of the time, or a house that is half empty. Thanks to technology, it is now possible to find
people who will pay to use that unused resource for a fraction of time.
We stumbled upon the collaborative-consumption economy a few years ago while planning a business trip. In
the midst of a search for accommodation in Seattle, it became clear that staying for a week in a hotel solo
would be both extremely boring and excessively expensive. It was at that moment that Joel came ac ross
AirBNB, a website that allows travelers to stay in the homes of locals. After a little research and a few gut
checks, he booked a room (at half the price of a hotel) and made the trip to Seattle – travelling has never been
the same since.
+ Businesses with Bang! – AirBNB
AirBNB started 2008 when founders Brian Chesky and Joe Gebbia rented out a room in their San Francisco
apartment to a couple of out-of-town conference attendees who were unable to book a hotel. It dawned on them
they that they might be on to something – as it turns out, they were. The company raised $117 million dollars
last year, and recently announced in June that they had reached the 10 million nights booked mark.

10. See infographic (click here)
AirBNB, representative of room sharing, is perhaps the most notorious example of collaborative consumption.
Car sharing, another popular category, is well known thanks to the likes of ZipCar, Car2Go and numerous other
car-sharing platforms. Beyond accommodation and car sharing, a variety of new businesses are being launched
in relation to collaborative consumption everyday, as entrepreneurs experiment with new models of access and
ownership. The question is, how does the business model break down?
In the early stages, the business model is based on volume, as companies seek to get as many new people on
the platform as possible. In the case of AirBNB, they make money as an intermediary between the two parties,
the travelers and the locals, taking a percentage from both sides:
 6-12% booking fee (traveler)
 3% successful booking fee (local)

11. See larger canvas (click here)
Car-sharing platforms, on the other hand, function as a hybrid between a subscriber/leasing business model and
make their money on the margin between the revenues of ‘leasing’ the car and the costs of servicing it (fuel,
insurance, etc.). The consumer renting the car becomes a member of the car-sharing service (usually for a fee)
and then pays per use, usually per minute or hour. As an example, Car2Go’s Canada rates are listed below:

12. In it’s first iteration, the key to the business model is to drive the volume and build the brand. While platforms
will move aggressively to get customers in the early stages, they will only be able to retain them through
attention to detail and first-rate customer service.
As an example, Joel had his computer stolen during a house break-in while on a business trip in Toronto
through AirBNB. After reporting the incident to the company, they were extremely responsive and reimbursed
him for the full market value of the computer with little fuss. This type of event illustrates one of the potential
challenges a business like AirBNB faces, but also shows how a commitment to customer service is the key to
long-term customer retention and consequently profitability. While volume remains essential to be sustainable,
a trustworthy brand is the key to overall success in a hyper-connected world.
While collaborative consumption is generating a lot of excitement in the early stages, the overall market goes
much deeper and is part of a broader trend towards a more social and sharing-based economy. By thinking
socially and focusing on peer-to-peer (P2P) collaboration, a whole new realm of possibilities emerges. Through
business model innovation, the opportunity to exists to take collaborative consumption to a whole new level.
Business Model Innovation
The following are three examples of opportunities for business model innovation using examples we have seen
in the marketplace:
Cross-platform services
While it is fun to book a room through AirBNB, or rent a car with your friends through a group car -sharing
service, it’s only a fraction of the overall experience. If, for example, you go to a travel agent to book a
vacation, they will typically present you with offers that combines various components to form a complete
experience. In the same way, collaborative-consumption platforms need to find opportunities to work with
other partners who offer complementary services.
As an example, Daimler, the owner of Car2Go, entered into a ‘cooperation agreement’ with German-based
Intelligent Apps to further the companies vision of a ‘mobility concept.’ In other words, what they want to do is
create an integrated platform for their customers to be able to find the best way of transportation in the moment
they need it, whether that is via car sharing, taxi or public transportation.
Social Travel

13. If the goal is to replace access with ownership, then the focus becomes the experience rather than the asset
itself. Giving people the ability to access a car or house is the first step, but much more can be offered. The
benefits many people seek in these scenarios are social, and in certain cases cultural. To an extent, sites like
AirBNB and Couchsurfing offer a form of social travel, but only at a basic level.
As an example, there is a new hotel in Berlin, called Plus One. Beyond just renting a room, hotel guests choose
from one of thirty knowledgeable and enthusiastic locals to guide them around the city. Plus One focuses on
giving guests the social experience of meeting locals and potentially making friends in the city; if the reviews
are any indication, the new concept is being well received. The nightly rate is 120 Euros and includes a night in
a ‘stylish, ecological apartment’ and one tour per stay.
+ http://plusoneberlin.com/
Community Creation
With so many people travelling on a platform, patterns start to emerge and the link between common interests
and motivations becomes apparent. If 5,000 people travel to a certain city to do the same thing, there is a good
chance that at a fair number of them share similar travel and cultural interests; therefore, the possibility exists
to create a community with people who share ‘collaborative’ ideals.

14. As an example, AirBNB had their biggest night in history on August 4th, 2012, when 60,000 peopl used the
site to travel. They mined some data and came up with numbers to see both what people were doing when they
travelled and where they were going. As you can see from the image below, there are several key themes that
emerged, such as the fact that 1,000 people went to a music festival. The next step would be to find a way to
create communities out of these users with common interests and experiment with new methods of
collaborative consumption.
———————————————————————
In addition to innovation of the business model, companies need to ensure that they tailor their offering to their
respective local economies. Even global brands (ie. AirBNB, Couchsurfing, Car2Go, etc.) are implementing
localized strategies to grow internationally; the most successful businesses in this emerging marketplace will be
those who incorporate local intelligence to create unmatched social and cultural experiences.

15. In a recent trip through Spain, the emergence of the collaborative-consumption economy was evident, as
services like AirBNB are growing rapidly while a host of new services have recently come to market
(ie.SocialCar). What’s interesting is that while the overall trends are the same, the markets are vastly different –
what works in Spain will not necessarily work in Canada or Brazil for example. Cultural factors play a huge
role in how the markets develop; therefore, entrepreneurs need to be wary about trying to simply copycat an
idea from a foreign market.
Overall, collaborative consumption is much more than just a trendy way of saying sharing. It’s a fundamental
shift in the models we have structured our economy around that will inevitably change the way we view and
consume resources. While the market is still in its infancy, and many challenges remain ahead, the opportunity
to develop new business models and build on existing services is huge. Blue oceans ahead.