Based on these I have created 6 Strategic goals for the company but I need to work on these before presenting.
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.
- 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)
- 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.
- 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."
- Tough economic climate ensures that travelers are looking for the best deals in town. A lot of options for travelers and 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 themselves by 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.