2022年,愛彼迎(Airbnb)的首席執(zhí)行官及聯(lián)合創(chuàng)始人布萊恩·切斯基把他在舊金山的房子掛在了這家租賃平臺(tái)上。
這并不是他第一次向陌生人敞開家門了。事實(shí)上,正是在2008年通過出租房屋湊夠租金后,他才受到啟發(fā)創(chuàng)辦了這家公司。但很顯然,在坐擁約100億美元凈資產(chǎn)的情況下,切斯基不需要為了賺閑錢而招待房客。
他在接受彭博社(Bloomberg)的視頻采訪時(shí)解釋道:“我從來不想成為那種整天待在象牙塔里,盯著數(shù)據(jù)和報(bào)表的首席執(zhí)行官?!?/p>
作為一名首席執(zhí)行官,拿著可觀的薪水,還有一名私人助理來解決生活中的煩惱,很容易遠(yuǎn)離日常消費(fèi)者。因此,切斯基搖身一變,成為愛彼迎的用戶,這樣就能夠了解房客需求的最新變化。
他說:“房客不僅僅是數(shù)字,他們是活生生的人,這意味著你需要與自己的事業(yè)建立情感共鳴?!彼a(bǔ)充道,現(xiàn)在他可以理解房東或房客抱怨某事時(shí),他們到底想表達(dá)什么。
“所以這就是我這么做的主要原因?!彼a(bǔ)充道?!暗髞磉€有一個(gè)我沒有料到的原因,這很有趣?!?/p>
新冠疫情帶來的頓悟時(shí)刻
這是切斯基所說的“烙印在他腦海里”的許多教訓(xùn)之一。在新冠疫情爆發(fā)后,該公司的銷售額從350億美元一路飆升,但是到2020年突然“在八周內(nèi)損失了80%”。
頭條新聞都在預(yù)測(cè)愛彼迎將面臨破產(chǎn)。但現(xiàn)在,切斯基認(rèn)為,那段被他比作瀕死體驗(yàn)的創(chuàng)傷期,改善了他的生活和公司狀況。
“你會(huì)聽到人們說,他們?cè)跒l死經(jīng)歷后達(dá)到頓悟境界。好吧,幸好我從來沒有過這種經(jīng)歷。但我覺得,從商業(yè)角度而言,我達(dá)到了頓悟境界。”他說。
由于“員工擔(dān)心失業(yè),投資者擔(dān)心賠錢,房客擔(dān)心自己是否能夠拿到退款?!鼻兴够荒軚|一榔頭,西一棒槌,此后,他意識(shí)到妥協(xié)并不總是解決問題的辦法。
他說:“我學(xué)會(huì)了如何從全局的角度關(guān)注整個(gè)公司,以及如何讓所有人都擰成一股繩,勁往一處使。同時(shí),我也學(xué)會(huì)了不再為自己想要如何經(jīng)營公司而道歉?!?/p>
他從谷歌(Google)、蘋果(Apple)和亞馬遜(Amazon)等頂級(jí)科技公司聘請(qǐng)了高管,試圖在(他希望的)愛彼迎的未來發(fā)展方向和(從他們的經(jīng)驗(yàn)角度而言,他們認(rèn)為公司的)最佳發(fā)展方向之間找到一個(gè)“中間點(diǎn)”。但切斯基回憶稱,他并未感到大家找到了皆大歡喜的中間點(diǎn),而是感覺這一過程讓“每個(gè)人都很痛苦”。
“可以這么說,瘋狂的是,當(dāng)我進(jìn)一步發(fā)號(hào)施令,并加強(qiáng)控制,變得更果斷,更專橫,人們更快樂了,因?yàn)樗麄兯季S清晰,而且還有了明確的發(fā)展方向?!?
切斯基估計(jì),在新冠疫情爆發(fā)的前六個(gè)月里,愛彼迎取得了大約五年時(shí)間才可以取得的進(jìn)展。“公司文化往往是在最黑暗的時(shí)刻形成的?!彼偨Y(jié)道。“你記得最深刻的教訓(xùn)是在艱難困苦時(shí)期能夠磨練你意志的事件。”
為實(shí)現(xiàn)長期增長提供托管服務(wù)
許多首席執(zhí)行官都從哲學(xué)角度談?wù)摿怂麄冊(cè)谛鹿谝咔槠陂g取得的進(jìn)展,但切斯基并沒有夸大新冠疫情對(duì)愛彼迎的影響。該公司實(shí)際上已經(jīng)蓬勃發(fā)展。在其15年的發(fā)展歷史中,這家提供短期和長期民宿的在線市場(chǎng)首次在《財(cái)富》美國500強(qiáng)榜單上占有一席之地。
今年入選2023年《財(cái)富》美國500強(qiáng)的收入門檻是72億美元,較上年增長13%。愛彼迎排在第450位。該公司的收入為84億美元,同比增長40.2%。更重要的是,該公司在2022年報(bào)告了其有史以來的第一個(gè)盈利年,收益為19億美元。
與切斯基所說的相呼應(yīng),愛彼迎的首席財(cái)務(wù)官兼員工體驗(yàn)主管戴夫·斯蒂芬森告訴《財(cái)富》雜志,為了在新冠疫情中生存下來,愛彼迎必須變得更有紀(jì)律性,并專注于對(duì)長期增長至關(guān)重要的領(lǐng)域——即托管業(yè)務(wù)。
就像愛彼迎的大老板一樣,斯蒂芬森也表示,愛彼迎的許多員工都是房東。“我們強(qiáng)烈建議員工這樣做。”他說,并補(bǔ)充道,自己言出必行。他透露:“我在西雅圖的房子外面有一個(gè)小木屋……在棕櫚泉也有一處房子。我理解房客引導(dǎo)流程和成為房東面臨的相關(guān)挑戰(zhàn)?!保ㄘ?cái)富中文網(wǎng))
譯者:中慧言-王芳
2022年,愛彼迎(Airbnb)的首席執(zhí)行官及聯(lián)合創(chuàng)始人布萊恩·切斯基把他在舊金山的房子掛在了這家租賃平臺(tái)上。
這并不是他第一次向陌生人敞開家門了。事實(shí)上,正是在2008年通過出租房屋湊夠租金后,他才受到啟發(fā)創(chuàng)辦了這家公司。但很顯然,在坐擁約100億美元凈資產(chǎn)的情況下,切斯基不需要為了賺閑錢而招待房客。
他在接受彭博社(Bloomberg)的視頻采訪時(shí)解釋道:“我從來不想成為那種整天待在象牙塔里,盯著數(shù)據(jù)和報(bào)表的首席執(zhí)行官。”
作為一名首席執(zhí)行官,拿著可觀的薪水,還有一名私人助理來解決生活中的煩惱,很容易遠(yuǎn)離日常消費(fèi)者。因此,切斯基搖身一變,成為愛彼迎的用戶,這樣就能夠了解房客需求的最新變化。
他說:“房客不僅僅是數(shù)字,他們是活生生的人,這意味著你需要與自己的事業(yè)建立情感共鳴。”他補(bǔ)充道,現(xiàn)在他可以理解房東或房客抱怨某事時(shí),他們到底想表達(dá)什么。
“所以這就是我這么做的主要原因?!彼a(bǔ)充道。“但后來還有一個(gè)我沒有料到的原因,這很有趣?!?/p>
新冠疫情帶來的頓悟時(shí)刻
這是切斯基所說的“烙印在他腦海里”的許多教訓(xùn)之一。在新冠疫情爆發(fā)后,該公司的銷售額從350億美元一路飆升,但是到2020年突然“在八周內(nèi)損失了80%”。
頭條新聞都在預(yù)測(cè)愛彼迎將面臨破產(chǎn)。但現(xiàn)在,切斯基認(rèn)為,那段被他比作瀕死體驗(yàn)的創(chuàng)傷期,改善了他的生活和公司狀況。
“你會(huì)聽到人們說,他們?cè)跒l死經(jīng)歷后達(dá)到頓悟境界。好吧,幸好我從來沒有過這種經(jīng)歷。但我覺得,從商業(yè)角度而言,我達(dá)到了頓悟境界?!彼f。
由于“員工擔(dān)心失業(yè),投資者擔(dān)心賠錢,房客擔(dān)心自己是否能夠拿到退款。”切斯基只能東一榔頭,西一棒槌,此后,他意識(shí)到妥協(xié)并不總是解決問題的辦法。
他說:“我學(xué)會(huì)了如何從全局的角度關(guān)注整個(gè)公司,以及如何讓所有人都擰成一股繩,勁往一處使。同時(shí),我也學(xué)會(huì)了不再為自己想要如何經(jīng)營公司而道歉?!?/p>
他從谷歌(Google)、蘋果(Apple)和亞馬遜(Amazon)等頂級(jí)科技公司聘請(qǐng)了高管,試圖在(他希望的)愛彼迎的未來發(fā)展方向和(從他們的經(jīng)驗(yàn)角度而言,他們認(rèn)為公司的)最佳發(fā)展方向之間找到一個(gè)“中間點(diǎn)”。但切斯基回憶稱,他并未感到大家找到了皆大歡喜的中間點(diǎn),而是感覺這一過程讓“每個(gè)人都很痛苦”。
“可以這么說,瘋狂的是,當(dāng)我進(jìn)一步發(fā)號(hào)施令,并加強(qiáng)控制,變得更果斷,更專橫,人們更快樂了,因?yàn)樗麄兯季S清晰,而且還有了明確的發(fā)展方向?!?
切斯基估計(jì),在新冠疫情爆發(fā)的前六個(gè)月里,愛彼迎取得了大約五年時(shí)間才可以取得的進(jìn)展?!肮疚幕窃谧詈诎档臅r(shí)刻形成的?!彼偨Y(jié)道?!澳阌浀米钌羁痰慕逃?xùn)是在艱難困苦時(shí)期能夠磨練你意志的事件?!?/p>
為實(shí)現(xiàn)長期增長提供托管服務(wù)
許多首席執(zhí)行官都從哲學(xué)角度談?wù)摿怂麄冊(cè)谛鹿谝咔槠陂g取得的進(jìn)展,但切斯基并沒有夸大新冠疫情對(duì)愛彼迎的影響。該公司實(shí)際上已經(jīng)蓬勃發(fā)展。在其15年的發(fā)展歷史中,這家提供短期和長期民宿的在線市場(chǎng)首次在《財(cái)富》美國500強(qiáng)榜單上占有一席之地。
今年入選2023年《財(cái)富》美國500強(qiáng)的收入門檻是72億美元,較上年增長13%。愛彼迎排在第450位。該公司的收入為84億美元,同比增長40.2%。更重要的是,該公司在2022年報(bào)告了其有史以來的第一個(gè)盈利年,收益為19億美元。
與切斯基所說的相呼應(yīng),愛彼迎的首席財(cái)務(wù)官兼員工體驗(yàn)主管戴夫·斯蒂芬森告訴《財(cái)富》雜志,為了在新冠疫情中生存下來,愛彼迎必須變得更有紀(jì)律性,并專注于對(duì)長期增長至關(guān)重要的領(lǐng)域——即托管業(yè)務(wù)。
就像愛彼迎的大老板一樣,斯蒂芬森也表示,愛彼迎的許多員工都是房東?!拔覀儚?qiáng)烈建議員工這樣做?!彼f,并補(bǔ)充道,自己言出必行。他透露:“我在西雅圖的房子外面有一個(gè)小木屋……在棕櫚泉也有一處房子。我理解房客引導(dǎo)流程和成為房東面臨的相關(guān)挑戰(zhàn)?!保ㄘ?cái)富中文網(wǎng))
譯者:中慧言-王芳
Last year, Airbnb CEO and co-founder Brian Chesky listed his San Francisco home on the rental platform.
It’s not the first time he’s opened his home up to strangers. In fact, he was inspired to found the company in 2008 after doing exactly that to help meet his rent. But it’s clear with an estimated net worth of around $10 billion, Chesky doesn’t need to host renters for spare cash.
“I never wanted to be one of those CEOs that’s kind of an ivory tower, just looking at data and spreadsheets all day,” he explained in a video interview with Bloomberg.
As a CEO, with a sizable salary and a PA to iron out life’s hassles, it is easy to become far removed from the everyday consumer. So by becoming an Airbnb user himself, Chesky is able to keep his finger on the pulse of his customers.
“People aren’t just numbers, they’re people and that means that you need to be emotionally connected to what you’re doing,” he said, adding that now he can understand when hosts or customers are complaining about something, what exactly it is they mean.
“So that’s the main reason I did it,” he added. “But then there was another reason I wasn’t expecting, which was fun.”
Clarity from the pandemic
It was one of the many lessons that Chesky said are “seared in his brain” after the pandemic, where the business went from raking in $35 billion in sales to suddenly losing “80% of it in eight weeks” in 2020.
Headlines were predicting the end of Airbnb. But now, Chesky thinks the traumatic period, which he likens to a near-death experience, changed his life and the company for the better.
“You hear people say that they had a near-death experience and they had this moment of clarity. Well, thankfully I’ve never had that. But I felt like I got that clarity from the business perspective,” he said.
After being tugged in many directions because “employees were worried about their jobs, investors were worried about their investment and guests were worried about if they can get their money back,” Chesky realized that compromise isn’t always the answer.
“I learned to focus the entire company and point every single person to one direction and I learned to stop apologizing about how I wanted to run the company,” he said.
Having hired executives from top tech firms like Google, Apple and Amazon, he was trying to reach a “midpoint” between the direction he wanted Airbnb to go in and what they thought was best from their experience. But instead of feeling like everyone had reached a happy middle, Chesky recalled that it was making “everyone miserable”.
“The crazy thing is, as I took more command, more control, became more decisive, more bossy, so to speak, people were happier because they had clarity and direction.”
In those bleak first six months of the pandemic, Chesky reckons that Airbnb made around five years of progress. “Your culture is often forged in your darkest moments,” he concluded. “The lessons you remember most are during the moments of trials and tribulations are things that forge you.”
Hosting for long-term growth
Many CEOs have spoken philosophically about the progress they’ve made during the pandemic, but Chesky isn’t dramatizing the impact the pandemic has had on Airbnb. The business has literally boomed and for the first time in its 15-year history, the online marketplace for short-and long-term homestays has earned a spot on the Fortune 500 list.
The revenue threshold for making the 2023 Fortune 500 list was $7.2 billion this year, up 13% from a year ago. Airbnb landed at No. 450. The company generated revenue of $8.4 billion, up 40.2% year over year. What’s more, the company reported its first-ever profitable year in 2022, with earnings of $1.9 billion.
Echoing what Chesky said, Dave Stephenson, CFO and head of employee experience told Fortune that in order to survive the pandemic, Airbnb had to become more disciplined and focus on critically important areas for long-term growth—namely hosting.
Much like the big boss, Stephenson also said that many Airbnb employees are hosts. “We strongly encourage it,” he said while adding that he practices what he preaches. “I host a cabin, just outside of my home in Seattle… and I host a home in Palm Springs,” he revealed. “I understand some of the challenges of onboarding and becoming a host.”