airbnb
In the first months of the pandemic, Airbnb’s model — along with the rest of the travel industry — was sent reeling. But although Airbnb has seen bookings begin to surge through the summer and filed to go public on August 19, its crises in the early days of the coronavirus still serve as a powerful reminder of the ongoing, complicated relationships Airbnb manages as a marketplace.
在大流行的最初几个月中，Airbnb的模式以及其他旅游业一炮而红。 但是，尽管Airbnb的预订量在整个夏季开始激增，并于8月19日申请公开上市 ，但其冠状病毒初期的危机仍然强烈提醒着Airbnb作为市场管理着的持续，复杂的关系。
In late March and early April, as cities entered lockdowns and booking cancellations surged, Airbnb’s hosts were devastated by the sudden loss of income, and the company found itself torn between simply weathering the crisis and placating its stakeholders on all sides. According to AirDNA, which tracks the vacation rental market, Airbnb bookings across Europe dropped by 80% in one week in mid-March. Bookings in New York City, San Francisco, and Seattle dropped more than 50% compared to January. Trying to weather the crisis, Airbnb suspended all marketing activities, put its founders salaries on hold, and cut top executives salaries by half. It also eventually raised $1 billion in a new round of funding and $1 billion in debt in April and laid off nearly 25% of its employees on May 5.
在三月下旬和四月初， 城市进入停滞状态，取消预订激增， Airbnb的房东因收入突然减少而遭受重创 ，该公司发现自己陷入了简单地度过危机与让各方利益相关者之间的困境 。 根据追踪度假租赁市场的AirDNA的数据 ，3月中旬，欧洲的Airbnb预订量在一周内下降了80％ 。 与一月份相比，纽约市，旧金山和西雅图的预订量下降了50％以上 。 为了度过危机，Airbnb 暂停了所有营销活动 ， 暂停了创始人的薪水，并将高管的薪水削减了一半。 这也最终培养了$ 1十亿在四月新一轮的资金和$ 1十亿的债务和裁员近25％的员工在5月5日。
Airbnb’s relationships with the hosts is not only transactional but also emotional and communal.
Airbnb与房东的关系不仅是交易性的，而且是情感上的和公共的。
While trying to communicate how it was coping with the pandemic prior to recovering bookings in the summer, the company experienced two public backlashes — first from hosts and then its customers. These events highlight the delicate balance the company maintains between the two sides of its marketplace and the importance of addressing each audience separately. With Airbnb confidentially filing to go public earlier this month, addressing this balance seems ever more relevant on the eve of what’s likely to be increased public scrutiny into the company’s financials and business model.
在试图传达在夏季恢复预订之前如何应对大流行的过程中，该公司经历了两次公众的强烈反对，首先是来自主人，然后是其客户。 这些事件凸显了公司在市场两个方面之间保持的微妙平衡，以及分别与每个受众交流的重要性。 随着Airbnb于本月初秘密提交上市申请，在可能会增加公众对该公司财务和商业模式的审查的前夕，解决这一平衡似乎更为重要。
Airbnb的Covid-19取消政策如何使房东理所当然 (How Airbnb’s Covid-19 cancellation policy took hosts for granted)
In an early effort to cope with the pandemic lockdowns halting travel, Airbnb announced on March 13 that its customers could take advantage of free cancellations of bookings made before March 14, 2020, and receive full refunds. This step was generous toward Airbnb’s customers but left the hosts vulnerable and angry. By changing the terms of business transactions during the pandemic, Airbnb severed some hosts’ income streams without compensation. After the hosts made their anger public on social media and in news coverage, the company then apologized and offered compensation for the lost revenue on March 30. In addition, the company set up a $250 million fund to support hosts affected by the cancellations.
为了尽早应对大流行停航而造成的旅行中断，Airbnb于3月13日宣布，其客户可以利用2020年3月14日之前 免费取消预订的优势，并获得全额退款。 这一步对Airbnb的客户来说是慷慨的，但使房东易受伤害和愤怒 。 通过在大流行期间更改商业交易条件，Airbnb切断了一些房东的收入来源，而没有给予补偿。 在房东在社交媒体和新闻报道上公开表达愤怒之后，该公司于3月30日道歉并为损失的收入提供赔偿 。此外，该公司设立了2.5亿美元的基金，以支持受取消影响的房东 。
During a crisis, a company is responsible for more than communicating new business initiatives or marketing campaigns.
在危机期间，公司除了负责传达新的业务计划或营销活动外，还应负责更多的事情。
What companies should learn from Airbnb’s experience is that the relationships it has with its hosts are not only transactional but also emotional and communal. Airbnb hosts’ anger stemmed from both the loss of revenue and the lack of communication. As one-half of Airbnb’s marketplace, hosts see themselves as partners who have a stake in the company’s success. They expect the company to be there to support them and acknowledge their challenges, as stakeholders, rather than focus solely on marketing messaging aimed at external customers and approaching hosts only on the financial level. Their outrage exposed the basic premise of Airbnb’s model: The hosts’ labor is the backbone of Airbnb’s brand. Airbnb is the platform, and the hosts’ services are the product. Without its hosts, Airbnb has very little to sell.
公司应该从Airbnb的经验中学到的是，它与房东的关系不仅是交易性的，而且是情感性的和公共的。 Airbnb房东的愤怒来自收入损失和缺乏沟通。 作为Airbnb市场的一半，房东将自己视为合作伙伴，与公司的成功息息相关。 他们希望公司作为利益相关者能够在那里支持他们并承认他们面临的挑战，而不是仅仅专注于针对外部客户的营销信息并仅在财务层面与东道主联系。 他们的愤怒暴露了Airbnb模式的基本前提：房东的劳累是Airbnb品牌的Struts。 Airbnb是平台，而主机服务是产品。 没有房东，Airbnb的销量很小。
Airbnb的捐赠请求捆绑 (Airbnb’s donation request bungle)
Not long after the cancellation crisis with its hosts, Airbnb faced another public backlash — this time from customers. The company messaged customers in July, suggesting they donate to hosts through “kindness cards.” These personalized digital thank-you cards were meant to show appreciation and encouragement for hosts and included the option to add a financial contribution.
在房东取消危机发生后不久，Airbnb再次遭到了公众的强烈反对-这次来自客户。 该公司在7月给客户发了消息，建议他们通过“ 善意卡 ”向主机捐款。 这些个性化的数字感谢卡旨在向主持人表示感谢和鼓励，并包括增加财务捐款的选项。
What could have been a kind act of gratitude took a turn in the wrong direction when Airbnb mixed charity, gratitude, and business. Again, Airbnb took another partner for granted—its customers.
当Airbnb将慈善，感恩和生意结合在一起时，本来可以成为一种感恩的行为却朝错误的方向转变。 再次，Airbnb将另一个合作伙伴视为客户。
Airbnb’s message to customers encouraged them to donate and support the hosts, framing it as a token of solidarity and comradeship during the uncertain times of Covid-19. “Like all of us, hosts on Airbnb are impacted by COVID-19, and many of them are unable to welcome guests,” the email read, according to USA Today. “Now more than ever, it’s important to reach out and support one another — even in small ways.”
Airbnb向客户传达的信息鼓励他们捐赠和支持房东，将其形容为在Covid-19不确定时期的团结和同志的象征。 “我们所有人一样，Airbnb住宿主机是由COVID-19的影响，其中许多人都无法受欢迎的客人，”电子邮件读取，根据今日美国 。 “现在比以往任何时候都更重要的是，即使在很小的范围内，也要相互支持。”
Guests began to express their dissatisfaction on social media — as Twitter user @olenskae wrote, “Why would I donate to my host? I can’t even afford one house.” Airbnb spokesperson Ben Breit addressed the customers’ backlash in a statement to USA Today: “In the spirit of rekindling connections, we developed a new feature that allows guests to send virtual cards with messages of support and encouragement to hosts who provided excellent hospitality. If they wish, guests have the option to add a voluntary financial contribution.”
来宾开始对社交媒体表示不满意 -正如Twitter用户@olenskae 写道 ：“我为什么要捐赠给主持人？ 我什至买不起一套房子。” 制作的Airbnb发言人本·半夏解决客户的间隙中，以今日美国发表声明：“在重新点燃连接的精神，我们制定了一项新功能，让客人发虚卡给谁提供了极好的待客主机的支持和鼓励的消息。 如果愿意，客人可以选择自愿捐款。”
When directly addressing customers as potential donors who are asked to donate, Airbnb placed the hosts as beneficiaries — that is, the needy actor.
当直接向客户询问潜在的捐赠者时，Airbnb将房东作为受益者，即有需要的演员。
Airbnb purposefully avoided calling the option by its name: a donation. Instead, its spokesman called it “a voluntary financial contribution.” The formal, tax-like language may accurately describe the transition but ignores how Airbnb’s audience would perceive it. Airbnb presented the contributions as transactions motivated by goodwill, while its audience viewed the platform as sloppily combining two entirely separate actions: charitable donations and business payments.
Airbnb刻意避免用其名称来称呼该选项：捐赠。 相反，其发言人称其为“自愿财政捐款”。 正式的，类似于税收的语言可以准确地描述过渡，但忽略了Airbnb的受众如何看待过渡。 Airbnb将捐款表示为善意推动的交易，而听众则将平台视为将两个完全独立的行动草率地结合在一起：慈善捐赠和商业付款。
Airbnb’s customers attribute different rules and worldviews to the actions of making charitable donations and paying for a product or service. Both activities involve a monetary transaction, but they are very different emotional experiences. Customers who are accustomed to paying hosts for a service are unlikely to just as easily give that same host a donation without anything in return.
Airbnb的客户将不同的规则和世界观归因于慈善捐赠以及为产品或服务付款的行为。 两种活动都涉及金钱交易，但它们是完全不同的情感体验。 习惯向主机付费的客户不太可能像向同一个主机捐款一样容易而没有任何回报。
Since the beginning of the coronavirus pandemic, many companies and individuals initiated creative projects of kindness, helping people in need. Airbnb aspired to do the same. The company’s employees, founders, and investors raised more than $16 million to support its Superhosts, who were struggling to make ends meet during the pandemic. The company also encouraged donations and housing to first responders on the front lines of Covid-19 and to people in need. The kindness card initiative was designed to motivate its customers to extend their human connection during times of crises and create a wholesome and positive community of customers and hosts under Airbnb’s corporate brand. However, Airbnb missed an important factor in its plan to spread kindness. When directly addressing customers as potential donors who are asked to donate, Airbnb placed the hosts as beneficiaries — that is, the needy actors — contradicting previous financial transactions between buyers and sellers.
自从冠状病毒大流行开始以来，许多公司和个人发起了富有创意的善意项目，为有需要的人提供帮助。 Airbnb希望这样做。 该公司的员工，创始人和投资者筹集了超过1600万美元的资金来支持其超级主机(Superhosts) ，他们在大流行期间努力维持生计。 该公司还鼓励向 Covid-19前线的第一响应者和有需要的人捐赠和提供住房 。 善意卡计划旨在激励客户在危机时期扩大人与人之间的联系，并以Airbnb的企业品牌建立一个健康，积极的客户和房东社区。 但是，Airbnb错过了传播善意计划的重要因素。 当直接要求客户作为潜在的捐赠者向捐赠者讲话时，Airbnb将房东视为受益者(即有需要的行为者)，这与买卖双方以前的财务交易相矛盾。
Airbnb failed to understand that the decision of whether to donate is linked to not only the donors’ good intentions but also their determination about whether the beneficiary is “worthy” of receiving a contribution.
Airbnb未能理解是否做出捐赠的决定不仅与捐赠者的良好意愿有关，而且与他们对受益人是否“值得”接受捐赠的决定有关。
公司可以从这些案例中学到什么？ (What can companies learn from these cases?)
The critical lesson for Airbnb (and other marketplaces) is that the relationship between a company, its hosts, and its customers is emotional and not merely transactional. Hosts and customers see themselves as partners and want to be acknowledged as more than just labor or income — they want to feel included or considered in business decisions that affect them. Every message coming from the company should emphasize this element, recognizing the partnership and solidarity, especially during a pandemic and recession.
对于Airbnb(和其他市场)而言，至关重要的一课是，公司，其房东和客户之间的关系是情感性的，而不仅仅是交易性的。 房东和客户将自己视为合作伙伴，并希望得到的认可不只是劳动力或收入，他们还希望自己被包括在或影响他们的商业决策中。 公司发出的每条信息都应强调这一要素，特别是在大流行和衰退期间，要认识到伙伴关系和团结。
During a crisis, a company is responsible for more than communicating new business initiatives or marketing campaigns. For hosts and customers alike, Airbnb’s communications during the pandemic are also personal messages addressing uncertainty and fear. Even before the pandemic, Airbnb was viewed as the moderator of its marketplace by both customers and hosts, who relied on it to determine norms and rules. The pandemic doubly reinforced this relationship, as customers and hosts looked to Airbnb to become a moral agent that could support them in times of distress.
在危机期间，公司除了负责传达新的业务计划或营销活动外，还应负责更多的事情。 对于房东和顾客而言，在大流行期间，Airbnb的交流也是针对不确定性和恐惧的个人信息。 甚至在大流行之前，客户和房东都将Airbnb视为其市场的主持人，他们依靠Airbnb来确定规范和规则。 由于客户和房东希望Airbnb成为可以在困境中支持他们的道德代理，因此这种大流行加倍了这种关系。
The way companies communicate with each of their audiences is a crucial aspect of their corporate strategy. Companies should take the time before announcing any financial or transactional plans to consider how their communications will be perceived by both the public and all of their shareholders separately, and they should consider crafting messages intended specifically for each of those groups. As Airbnb moves forward with the IPO process, it will need to address new audiences and stakeholders. Communicating with them directly, especially during pandemic, is more important than ever.
公司与每个受众交流的方式是他们公司战略的重要方面。 公司应该在宣布任何财务或交易计划之前花一些时间来考虑公众和所有股东如何分别看待他们的沟通，并且他们应该考虑精心设计针对每个群体的信息。 随着Airbnb推进IPO流程，它将需要吸引新的受众和利益相关者。 直接与他们沟通，尤其是在大流行期间，比以往任何时候都更加重要。
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