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2017年第一大突破性品牌是怎樣煉成的:一個(gè)關(guān)于歸屬感的故事

2017年第一大突破性品牌是怎樣煉成的:一個(gè)關(guān)于歸屬感的故事

財(cái)富中文網(wǎng) 2017-01-04
本文摘自利·加拉格爾即將出版的新著《Airbnb的故事》,詳盡揭示了這家公司如何尋覓其靈魂(有時(shí)帶來痛苦的結(jié)果),如何加深客戶聯(lián)系的非凡經(jīng)歷。

Airbnb一直是“共享經(jīng)濟(jì)”的標(biāo)志性成功之一。如同Uber一樣,它是一個(gè)迅速滲透到消費(fèi)者意識(shí)中的年輕品牌,目前估值已達(dá)300億美元。許多人已經(jīng)把Airbnb當(dāng)作動(dòng)詞使用:“這個(gè)周末一起去邁阿密吧。我們打算在海灘邊Airbnb一個(gè)住處!”)

在她即將出版的新書《Airbnb的故事:三個(gè)普通人如何顛覆一個(gè)行業(yè),賺得億萬身家,并引發(fā)大量爭(zhēng)議》(The Airbnb Story: How Three Ordinary Guys Disrupted an Industry, Made Billions?…?and Created Plenty of Controversy)中,《財(cái)富》雜志副主編利·加拉格爾(Leigh Gallagher)帶領(lǐng)讀者一起見證這家公司崛起的內(nèi)幕。她描述了Airbnb是如何從一個(gè)以幫助預(yù)算節(jié)約型旅游者居住在他人的起居室,以及其他數(shù)不勝數(shù),充滿異國風(fēng)情的選項(xiàng)(有人聽說過樹屋嗎?)而著稱的品牌,敏捷地?cái)U(kuò)展到一個(gè)為格溫妮絲·帕特洛等名人提供超高端租房服務(wù)的品牌。

Airbnb has been one of the signature successes of the “sharing economy.” Along with Uber, it’s a young brand that has penetrated consumers’ consciousness—and rung up a $30 billion valuation—so quickly that many people already use it as a verb. (As in, “Let’s go to Miami for the weekend. We’ll Airbnb a place by the beach!”) In her upcoming book, The Airbnb Story: How Three Ordinary Guys Disrupted an Industry, Made Billions?…?and Created Plenty of Controversy, Leigh Gallagher takes readers inside the company’s rise. Gallagher, an assistant managing editor at Fortune, identifies how Airbnb astutely expanded its brand from one known for putting budget travelers in people’s living rooms to endless exotic options (tree houses, anyone?) to renting ultra-high-end gems to the likes of Gwyneth Paltrow. The book explores Airbnb’s significant challenges along the way, from battles with regulators to racial discrimination and other unwelcome behavior on its platform, but also how, with 140 million “guest arrivals” since its launch in 2008, it has clearly struck a chord with consumers. In the following excerpt, Gallagher examines how cofounder and CEO Brian Chesky’s search for a mission for employees turned into a rebranding for the whole company, a revealing process that spotlights the interplay between what can be seen as a company’s soul and the way it engages with the outside world.

從對(duì)抗監(jiān)管者,到種族歧視,再到其平臺(tái)上其他一些不受歡迎的行為,本書闡述了Airbnb一路走來面臨的種種挑戰(zhàn)。但它也描述了Airbnb是如何引起消費(fèi)者共鳴的——自2008年啟動(dòng)以來,Airbnb已吸引1.4億“訪客”。我們將看到,聯(lián)合創(chuàng)始人兼CEO布瑞恩·切斯基為員工尋找使命的旅程最終重塑了整個(gè)公司的品牌。這一給人以啟迪的過程,凸顯了一家公司的靈魂和它與外部世界打交道的方式究竟是如何相互作用的。

2013年的某個(gè)時(shí)候,Airbnb開始考慮重新定位其整個(gè)使命和重心,以更好地闡述那些讓其平臺(tái)如此獨(dú)特的元素。剛剛上任的全球社區(qū)主管道格拉斯·阿特金開始提出一系列問題:“Airbnb為什么存在?其目的是什么?它在世界上發(fā)揮什么作用?”正如阿特金所言,這些問題的答案將成為“引領(lǐng)整艘船前行的方向舵?!?

Sometime in 2013, Airbnb started thinking about reorienting its entire mission and center of gravity to better articulate the elements that made using its platform so unique. Douglas Atkin, the company’s new global head of community, began by posing the questions, “Why does Airbnb exist? What’s its purpose? What’s its role in the world?” The answers to those questions, as Atkin puts it, would become “the rudder that guides the whole ship.”

一個(gè)讓布萊恩·切斯基感到悲哀的事實(shí)是,“大規(guī)模生產(chǎn)和非個(gè)人旅行體驗(yàn)”已成為常態(tài)。一路走來,他說,“人們不再相互信任?!?/em>

阿特金是消費(fèi)者和品牌關(guān)系方面的專家,著有《品牌崇拜》(The Culting of Brands)一書。他領(lǐng)銜的團(tuán)隊(duì)在全球各地采訪了480名員工、客人和房東。他接二連三地聽到許多客人表示,“他們最不想扮演的角色就是游客?!彼麄冇X得,這是一個(gè)過于被動(dòng)的身份。Airbnb的客戶希望接觸人和文化;他們想成為內(nèi)部人。

一個(gè)想法開始浮現(xiàn):“歸屬感”。到2014年年中,該公司已經(jīng)決定圍繞這個(gè)概念重新定位。Airbnb有了一個(gè)新的使命宣言:讓世界各地的人們覺得他們可以“歸屬于任何地方”。

經(jīng)過幾個(gè)月的構(gòu)思和改善,該公司發(fā)布了一個(gè)象征這項(xiàng)使命的新標(biāo)識(shí):一個(gè)名為“Bélo”,彎彎曲曲,非??蓯鄣男螤睢K怯蓜倓倧目煽诳蓸诽壑罙irbnb的首席營銷官喬納森·米爾登霍爾命名的。米爾登霍爾還說服公司創(chuàng)始人將“歸屬于任何地方”從一個(gè)內(nèi)部使命宣言擴(kuò)展到公司的官方口號(hào)。

2014年7月,Airbnb推出這個(gè)新品牌,以及重新設(shè)計(jì)的移動(dòng)應(yīng)用和網(wǎng)站。切斯基在Airbnb官網(wǎng)發(fā)表了一篇洋溢著理性光輝的文章,對(duì)這個(gè)概念進(jìn)行了一番解釋:很久以前,城市曾經(jīng)是鄉(xiāng)村。但隨著大規(guī)模生產(chǎn)和工業(yè)化的到來,這種個(gè)人感受被“大規(guī)模生產(chǎn)和非個(gè)人旅行體驗(yàn)”取代,一路走來,“人們不再相互信任。”

Atkin is an expert on the relationship between consumers and brands and the author of The Culting of Brands. He and his team interviewed 480 employees, guests, and hosts around the world. Again and again, he says, he heard guests saying that “the last thing they wanted to be is tourists.” That felt too passive to them. Airbnb customers wanted to engage with people and culture; they wanted to be insiders.

A single idea began to emerge: the notion of “belonging.” By mid-2014 the company had settled on a repositioning around this concept. Airbnb had a new mission statement: to make people around the world feel like they could “belong anywhere.”

The company had a new logo to symbolize this: a cute squiggly shape it called the “Bélo,” the result of months of conceiving and refining. It had been named by Airbnb’s chief marketing officer, Jonathan Mildenhall, who had recently joined from Coca-Cola KO -0.05% . Mildenhall also persuaded the founders to expand “Belong anywhere” from an internal mission statement to the company’s official tagline.

In July 2014, Airbnb introduced the rebrand, as well as a redesign of its mobile app and website. Chesky explained the concept in a cerebral, high-minded essay on Airbnb’s website: A long time ago, he wrote, cities used to be villages. But as mass production and industrialization came along, that personal feeling was replaced by “mass-produced and impersonal travel experiences,” and along the way, “people stopped trusting each other.”

聯(lián)合創(chuàng)始人納森·布萊恰切克目前擔(dān)任Airbnb首席技術(shù)官。但多年來,他的角色已經(jīng)拓展。他也是一位房東:在過去兩年里,他的家共接待了178位客人。?

他寫道,Airbnb代表著比旅行更大的東西;它將代表社區(qū)和關(guān)系,并借助技術(shù)的力量,將人們聚集在一起。在Airbnb,人們可以會(huì)見“普天之下渴望歸屬感的人?!苯?jīng)過仔細(xì)構(gòu)思的新標(biāo)識(shí)Bélo自身,像一顆心、一個(gè)位置別針,以及Airbnb中的“A”。它設(shè)計(jì)得非常簡(jiǎn)單,以便于任何人都可以繪畫。事實(shí)上,該公司邀請(qǐng)人們繪制自己的標(biāo)識(shí)版本。Airbnb宣稱,它代表著4種事物:人、地方、愛和Airbnb。

說Airbnb充滿理想主義,可能有點(diǎn)輕描淡寫。說得委婉些,媒體持懷疑態(tài)度??萍疾┛蚑echCrunch聲稱“歸屬于任何地方”是一種“嬉皮士概念”,其他媒體則想知道,人們使用Airbnb服務(wù),究竟是在追尋一種特別溫暖,但也非常模糊的“歸屬感”,還是僅僅因?yàn)樗麄冎皇窍胝乙粋€(gè)便宜且非??岬陌采碇?。許多媒體對(duì)Bélo大加嘲諷——與其說是諷刺它代表的理想主義情懷,倒不如說是諷刺它的形狀。他們說,Bélo看上去像是乳房,臀部,既像男性生殖器,又像女性生殖器。在24小時(shí)內(nèi),輕博客網(wǎng)站Tumblr策劃并發(fā)布了各種充滿性意味的解釋。現(xiàn)已加入《紐約時(shí)報(bào)》的記者凱蒂·本納發(fā)推稱,“對(duì)于臨時(shí)居所的描述,沒有什么能夠跟Airbnb選擇的陰道-屁股-子宮新標(biāo)識(shí)相提并論?!?

我起初也滿腹狐疑——不是懷疑這個(gè)標(biāo)識(shí),而是懷疑“歸屬感”概念。我認(rèn)為這意味著與那位居住在你租賃的空間的人共度一段時(shí)光。在我為數(shù)不多的Airbnb使用經(jīng)歷中,我還沒有遇見或者看到我的房東,也不想這樣。最主要的原因是,我想省錢。

Airbnb, he wrote, would stand for something much bigger than travel; it would stand for community and relationships and using technology for the purpose of bringing people together. Airbnb would be the one place people could go to meet the “universal human yearning to belong.” The Bélo itself was carefully conceived to resemble a heart, a location pin, and the “A” in Airbnb. It was designed to be simple, so that anyone could draw it. Indeed, the company invited people to draw their own versions of the logo—which, it was announced, would stand for four things: people, places, love, and Airbnb.

To say Airbnb can be idealistic is an understatement. The media were skeptical, to put it mildly. TechCrunch called “Belong anywhere” a “hippy-dippy concept,” while others wondered whether it was really warm and fuzzy “belonging” that drove people to Airbnb or whether they just wanted a cheap and cool place to stay. Media outlets lampooned the Bélo, not for its idealism so much as its shape, which they said looked alternately like breasts, buttocks, and both male and female genitalia all at once. Within 24 hours the sexual interpretations of the logo had been curated and posted on a Tumblr blog. “Nothing says temporary home like the vagina-butt-uterus abstraction that Airbnb chose as its new logo,” tweeted reporter Katie Benner, now of the New York Times.

I, too, was skeptical—not of the logo, but of the “belonging” concept—at first. I thought it meant spending time with the person who lived in the space you rented. In the few times I had used Airbnb, I hadn’t met or seen my host and didn’t want to; I mainly wanted to save money.

2016年,切斯基在年度房東大會(huì)Airbnb Open上登臺(tái)演講。

但在Airbnb重塑品牌的背景下,這種“歸屬感”并不一定意味著,與你的房東一起喝茶,吃曲奇餅干。它有著更廣泛的含義:它意味著走進(jìn)你采用其他旅行方式可能看不到的社區(qū),駐留在你通常無法駐留的地方,睡在其他人的空間,經(jīng)歷一段房東“款待”你的體驗(yàn),無論你是否見過房東。有一次,我通過Airbnb在費(fèi)城里滕豪斯廣場(chǎng)附近一個(gè)破舊的步行街上預(yù)定了一個(gè)住處。我小心翼翼地推開房門。映入眼簾的是一套迷人的單間公寓:高聳的天花板;墻上擺滿了書;舒適簡(jiǎn)約的裝飾風(fēng)格;一串閃爍的裝飾燈懸掛在壁爐上。我喜歡“珍”布置的一切,從她的藏書,到她拍松和折疊的毛巾,再到她留給我的手寫卡片。(珍和我似乎擁有同樣的審美品味,但這正是我選擇這套房間的原因所在。)

無論新聞界對(duì)Airbnb的品牌重塑有何看法,廣大用戶們似乎特別欣賞。在接下來的幾個(gè)月中,超過8萬人上網(wǎng)發(fā)布他們自己設(shè)計(jì)的標(biāo)識(shí)。即使對(duì)于一些更大的品牌來說,這種消費(fèi)者參與度也是可望不可即的。Airbnb甚至主動(dòng)擁抱新標(biāo)識(shí)引發(fā)的喧嘩。作為“歸屬感”之旅的領(lǐng)路人,阿特金后來稱之為“機(jī)會(huì)平等的生殖器”。

But “belonging” in the Airbnb-rebrand context didn’t have to be about having tea and cookies with the person whose place you’re staying in. It was much broader: It meant venturing into neighborhoods that you might not otherwise be able to see, staying in places you wouldn’t normally be able to, bunking in someone else’s space, and having an experience that person “hosted” for you, regardless of whether you ever laid eyes on him or her. When I booked a place through Airbnb in Philadelphia, I warily pushed open the door to an apartment in a run-down walk-up in Rittenhouse Square to find an inviting studio with high ceilings; walls lined with books; cozy, minimalist decor; and a string of twinkly lights hanging over the fireplace. I liked everything about “Jen’s” place, from her book collection to the towels she’d fluffed and folded, to the handwritten card she left for me. (It helped that Jen and I had the same aesthetic taste, but then that’s precisely why I picked her listing.)

Whatever the press thought of the rebrand, Airbnb’s users seemed to get it. Over the next few months, more than 80,000 people went online and designed their own versions of the logo, a rate of consumer engagement that would be considered off the charts by larger brands. Airbnb even embraced the logo hubbub. Atkin, who spearheaded the journey to “belonging,” later referred to it as “equal-opportunity genitalia.”

客人們?cè)谀甓确繓|大會(huì)上參加另一場(chǎng)活動(dòng)。

作為一家公司,除員工和客人之外,Airbnb還需要招募第三類支持者:出租房屋和公寓的人。僅僅讓房東簽約并提供他們的空間是不夠的;這家公司必須慫恿他們竭力提供一種良好的體驗(yàn)。Airbnb的房源數(shù)量之多,甚至連全球最大的連鎖酒店也望塵莫及,但它既不擁有或控制任何庫存,也無法控制任何一位房東的行為。

從創(chuàng)業(yè)伊始,幾位創(chuàng)始人就知道這一點(diǎn)。他們當(dāng)時(shí)很難說服人們發(fā)布各自的居住空間。但直到2012年底,當(dāng)切斯基讀到一期《康奈爾酒店季刊》(這本學(xué)術(shù)期刊的出版方是著名的康奈爾大學(xué)酒店管理學(xué)院)時(shí),他才開始更加認(rèn)真地思考該公司提供的體驗(yàn)。他判定,Airbnb亟需經(jīng)歷一種更深刻的變革——從一家科技公司轉(zhuǎn)變?yōu)橐患揖频旯尽?

不久之后,切斯基讀完了一本書:《登峰造極:運(yùn)用馬斯洛理論提振士氣》(Peak: How Great Companies Get Their Mojo From Maslow)。其作者是生活樂趣精品連鎖酒店(Joie de Vivre)創(chuàng)始人奇普·康利。在他于2010年售出多數(shù)股權(quán)之前,這家連鎖酒店已擴(kuò)展到38家。

As a company, Airbnb had a third constituency it needed to enlist: not just employees and guests, but the people who rent out their houses and apartments. It wasn’t enough just to get the hosts to sign on and to offer their spaces; the company had to get them to work hard to offer a good experience. The number of Airbnb listings dwarfs the quantity of rooms in even the largest hotel chains, but it neither owns nor controls any of the inventory, nor the behavior of any of the people offering it.

The founders knew this from the earliest days, when persuading people to list their spaces was a struggle. But it wasn’t until late 2012, when Chesky read an issue of Cornell Hospitality Quarterly, the journal of the esteemed Cornell University School of Hotel Administration, that he started thinking more seriously about the experience the company was offering. He decided they needed to transform Airbnb more deeply from a tech company into a hospitality company.

Shortly after that, Chesky read Peak: How Great Companies Get Their Mojo From Maslow. The book’s author was Chip Conley, founder of the Joie de Vivre boutique-hotel chain, which grew to 38 boutique properties before he sold a majority stake in 2010.

2013年,影星詹姆斯·弗蘭科在好萊塢策劃了一場(chǎng)Airbnb營銷活動(dòng)。

康利儼然已成為一位大師。在《登峰造極》一書中,他闡釋了在911恐怖襲擊事件和互聯(lián)網(wǎng)泡沫破裂之后,他是如何通過將心理學(xué)家亞伯拉罕·馬斯洛的需求層次理論應(yīng)用到企業(yè)和個(gè)人轉(zhuǎn)型,最終拯救了自己的公司。馬斯洛認(rèn)為,為了充分實(shí)現(xiàn)人類的潛能,他們的身體和心理需求必須首先獲得滿足。在需求層次金字塔上,食物和水處于最底部,自我實(shí)現(xiàn)位居最高層。在康利身上,切斯基既看到了精明的商業(yè)頭腦和高超的酒店經(jīng)營能力,或許也覺察到了一種令他惺惺相惜的理想主義情懷。康利表示,他希望每位客人三天后離開時(shí),能成為一個(gè)“更好的自己。”

切斯基竭力游說康利,最終在2013年秋季將其招致麾下,出任Airbnb公司酒店和戰(zhàn)略全球主管??道葹槊詰偻苿?dòng)酒店業(yè)民主化這一挑戰(zhàn)。他認(rèn)為,酒店業(yè)已經(jīng)“被公司化了”,他希望“把它帶回根源?!?/font>

Conley had become something of a guru. In Peak, he explained how he had saved his company in the wake of 9/11 and the dotcom bust by applying the psychologist Abraham Maslow’s hierarchy of needs—the pyramid of physical and psychological needs humans must have met in order to achieve their full potential, with food and water at the bottom and self-actualization at the top—to corporate and individual transformation. Chesky saw in Conley both business and hotel savvy and perhaps a kindred idealism. (Conley talked about wanting his guests to check out three days later as a “better version of themselves.”)

Chesky lobbied Conley and eventually recruited him into a full-time position, in the fall of 2013, as global head of hospitality and strategy. Conley was fascinated by the challenge of democratizing hospitality, which had become “corporatized.” He wanted to “take it back to its roots.”

2014年,舊金山一位抗議者指控房東驅(qū)逐租戶,以促進(jìn)Airbnb租賃。

康利先后趕赴25個(gè)城市發(fā)表演講,并提供一些訣竅,以幫助公寓住戶與他們的客棧老板溝通。他建立了一個(gè)中央化的酒店教育機(jī)制,制定了一系列標(biāo)準(zhǔn),并創(chuàng)建了一個(gè)博客、一個(gè)時(shí)事通訊和一個(gè)在線社區(qū)中心。房東們可以在那里學(xué)習(xí)和分享最佳實(shí)踐。他開發(fā)了一個(gè)輔導(dǎo)計(jì)劃,讓經(jīng)驗(yàn)豐富的房東向新人傳授待客之道。

如今在Airbnb說明書上詳細(xì)闡述的指令和建議包括:力求在24小時(shí)內(nèi)回復(fù)預(yù)訂申請(qǐng)。接待客人前,請(qǐng)盡量確保他們的旅行計(jì)劃符合你的“待客風(fēng)格”;比如,如果有人正在尋找一位親力親為的房東,而你是個(gè)注重隱私的人,這或許就不是最好的匹配。經(jīng)常溝通,并提供詳細(xì)指示。確定非常清晰的“房規(guī)”——如果你希望旅行者脫鞋或者不吸煙的話。徹底清潔每個(gè)房間,特別是浴室和廚房。床上用品和毛巾應(yīng)該是嶄新的。想超越這些基本要求?不妨考慮為房間布置一些鮮花,或者在客人辦理入住手續(xù)時(shí)提供一些款待的禮物,比如一杯葡萄酒或一個(gè)花籃。他說,房東要盡力做好這些事情,即使他或她在客人逗留期間并不在家。

2014年11月,在Airbnb啟動(dòng)“歸屬于任何地方”使命四個(gè)月之后,切斯基再一次與阿特金詳談。這位CEO表示他很喜歡“歸屬于任何地方”,并且相信這將是該公司未來100年的使命。但他仍然有一些迫切的問題:這句話真正意味著什么?你如何衡量它?它是如何發(fā)生的?

Conley traveled to 25 cities, giving talks and offering tips to help apartment dwellers channel their inner innkeeper. He set up a centralized hospitality-education effort, created a set of standards, and started a blog, a newsletter, and an online community center where hosts could learn and share best practices. He developed a mentoring program wherein experienced hosts could teach new ones good hospitality.

Among the mandates and suggestions now articulated in Airbnb’s materials: Aim to respond to booking queries within 24 hours. Before accepting guests, try to make sure their idea for their trip matches your “hosting style”; for example, if someone is looking for a hands-on host and you’re private, it may not be the best match. Communicate often and provide detailed directions. Establish any “house rules” (if you’d like travelers to take their shoes off or not smoke) very clearly. Clean every room thoroughly, especially the bathroom and kitchen. Bedding and towels should be fresh. Want to go beyond the basics? Consider sprucing up the room with fresh flowers or providing a treat upon check-in, like a glass of wine or a welcome basket. Do these things, he says, even if you’re not present during the stay.

In November 2014, four months after Airbnb launched “Belong anywhere” as its mission, Chesky went back to Atkin. He said he loved “Belong anywhere,” and he truly felt it would be the company’s mission for the next 100 years. But he still had some pressing questions: What does the phrase actually mean? How do you measure it? How does it happen?

2014年,歌手史諾普·道格在西南偏南音樂節(jié)上宣傳Airbnb。

切斯基派遣阿特金踏上另一趟訪問焦點(diǎn)小組的旅程,一探究竟。與另外300位房東和客人談話之后,他獲得了這些問題的答案:“歸屬于任何地方”并不是一個(gè)單一時(shí)刻;它是人們?cè)诮柚鶤irbnb旅行時(shí)經(jīng)歷的一種轉(zhuǎn)變。這家公司已經(jīng)將其使命編纂為“歸屬于任何地方的轉(zhuǎn)變之旅?!逼鋬?nèi)涵是:當(dāng)旅行者離開家時(shí),他們感到孤獨(dú)。到達(dá)Airbnb租屋時(shí),他們覺得自己被房東接受,并受到悉心照顧。他們隨即產(chǎn)生一種如同在家中般的安全感。

Chesky dispatched Atkin on another focus-group odyssey to figure it out. When Atkin came back, after talking to another 300 hosts and guests, he had an answer: Belonging anywhere wasn’t a single moment; it was a transformation people experienced when they traveled on Airbnb. The company has codified this as the “belong anywhere transformation journey.” It goes like this: When travelers leave their homes, they feel alone. They reach their Airbnb, and they feel accepted and taken care of by their host. They then feel safe to be the same kind of person they are when they’re at home.

Airbnb聯(lián)合創(chuàng)始人喬·格比亞現(xiàn)任公司首席產(chǎn)品官。當(dāng)初正是他在讀了道格拉斯·阿特金的著作之后,率先與其取得聯(lián)系的。

當(dāng)這種情況發(fā)生時(shí),他們覺得更加自由,成為一個(gè)更好更完整的自己,他們的旅程是完整的。這是Airbnb的行話。盡管在我們這些局外者看來,這些話聽起來可能有些做作,但許多人表示,這正是助推Airbnb起飛的重要原因。對(duì)于這種愿景,最真誠的Airbnb信徒有著一種宗教般的崇拜。(在他的焦點(diǎn)小組探訪之旅中,阿特金在雅典碰到的一位房東在其臥室墻壁上繪制著“歸屬于任何地方”字樣。有位韓國房東甚至將她的名字改為一個(gè)意為“歡迎來我家”的韓語詞匯。)但是,無論對(duì)于普通旅行者而言,這是不是一趟“轉(zhuǎn)變之旅”,Airbnb已經(jīng)獲得了巨大的成功。成就這家公司的,絕不僅僅是價(jià)格低廉,以及該平臺(tái)能夠幫助旅行者很容易走進(jìn)奇異空間這一事實(shí)。Airbnb觸及到更大、更深刻的東西。

在這個(gè)相互分離的世界上,展示一些人性或者接受某種人性表達(dá)的機(jī)會(huì),已經(jīng)變得非常罕見。這是另一個(gè)使得Airbnb(和其他短期租賃服務(wù))不同于所謂“共享經(jīng)濟(jì)”其他方面的元素。就其核心而言,Airbnb涉及最親密的人際交往:訪問其他人的家、睡在他們的床上,使用他們的浴室。

這恰恰是如此多人極度反感Airbnb,從來不想使用這種服務(wù)的原因。但也正是這一點(diǎn),讓Airbnb顯得如此獨(dú)特。當(dāng)你在TaskRabbit雇傭一個(gè)人幫你修復(fù)一個(gè)裂縫,或者當(dāng)你坐進(jìn)一輛配備空調(diào)的黑色轎車,靜靜地前往機(jī)場(chǎng)時(shí),這種“共享”并不存在。更重要的是,這正是Airbnb不同于Uber、Lyft和其他任何共享經(jīng)濟(jì)同行的地方。有一天,與格雷洛克風(fēng)險(xiǎn)投資公司營銷合伙人麗莎·施賴伯聊天時(shí),她用極其精煉的語言總結(jié)了這種區(qū)別:“Uber是交易。Airbnb是人性?!?/strong>財(cái)富中文網(wǎng))

作者:Leigh Gallagher

譯者:Kevin

When that happens, they feel like freer, better, more complete versions of themselves, and their journey is complete. This is Airbnb-speak, and while it may sound hokey to the rest of us, many would say this is a huge reason Airbnb took off. There is a cultlike devotion among Airbnb’s truest believers, who embrace this vision. (During his focus-group travels exploring the meaning of Airbnb, Atkin encountered one host in Athens who had painted “Belong anywhere” on his bedroom wall, and another in Korea who had changed her name to a Korean phrase meaning “welcome to my house.”) But whether or not it is a “transformation journey” for the average traveler, Airbnb has enjoyed success that is about something more than just low prices and easy access to quirky spaces. It touches on something bigger and deeper.

The opportunity to show some humanity or to receive some expression of humanity from others has become rare in our disconnected world. This is another element about Airbnb (and other short-term-rental services) that makes it different from other aspects of the so-called sharing economy. At its core, Airbnb involves the most intimate human interactions: visiting people in their homes, sleeping in their beds, using their bathrooms.

That is precisely what makes it objectionable to so many people who can never imagine using it. But it’s also what makes it unique. This kind of “sharing” is not present when you hire a person to fix a leak on TaskRabbit, or when you get into someone’s air-conditioned black car for a silent ride to the airport. More than anything else, it is this aspect of Airbnb that distinguishes it from Uber, Lyft, and any other of its sharing-economy peers. Elisa Schreiber, marketing partner at Greylock Partners, an investor in the company, summarized this distinction concisely after we got to talking about it one day. “Uber is transactional,” she said. “Airbnb is humanity.”?

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