Airbnb Co-Host — NCC Forum

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Welcome to the new NCC Forum! We pray it can be a place where NCCers connect, find opportunities and share resources. You will need to create an account in order to share or exchange Set your notification preferences here: Notifications. My husband and I will be out of town for the months of November and December and have put our apartment up on Airbnb. I'm looking for somebody to turn it over in between guests (laundry, clean kitchen and bathroom, make beds, etc.). 50/turnover. It's pretty easy and straightforward, although I am looking for somebody who is detail oriented enough to ensure a clean space. It takes about 2 hours, and most bookings have a day or so in between each other to give some flexibility in the schedule. There are 3 days that are booked back to back, so it must happen between 11-3 on those days (one happens to be Thanksgiving day). If anyone is looking for a little extra cash around the holidays we'd love the help!

Gaining sharper insight, and escaping the myopia of this first stage, requires incumbents to challenge their own "story" and to disrupt long-standing (and sometimes implicit) beliefs about how to make money in a given industry. As our colleagues put it in a recent article, "These governing beliefs reflect widely shared notions about customer preferences, the role of technology, regulation, cost drivers, and the basis of competition and differentiation. The process of reframing these governing beliefs involves identifying an industry’s foremost notion about value creation and then turning it on its head to find new forms and mechanisms for creating value.

The trend is now clear. The core technological and economic drivers have been validated. At this point, it’s essential for established companies to commit to nurturing new initiatives so that they can establish footholds in the new sphere. More important, they need to ensure that new ventures have autonomy from the core business, even if the goals of the two operations conflict. The idea is to act before one has to. But with disruption’s impact still not big enough to dampen earnings momentum, motivation is often missing. Even as online classifieds for cars and real estate began to take off and Craigslist gained momentum, most newspaper publishers lacked a sense of urgency because their own market share remained largely unaffected.

And it’s not like the new players were making millions (yet). There was no performance envy. But Schibsted did find the necessary motivation. "When the dot-com bubble burst, we continued to invest, in spite of the fact that we didn’t know how we were going to make money online," recalls then-CEO Kjell Aamot. "We also allowed the new products to compete with the old products."10 10.See "CBS case competition 2009 case video. Offering free online classifieds directly cannibalized its newspaper business, but Schibsted was willing to take the risk. The company didn’t just act; it acted radically. Now, let’s openly acknowledge how hard it is for a company’s leaders to commit to supporting experimental ventures when the business is climbing the S-curve. When Netflix disrupted itself in 2011 by shifting focus from DVDs to streaming, its share price dropped by 80 percent.

Few boards and investors can handle that kind of pain when the near-term need is debatable. The vague longer-term threat just doesn’t seem as dangerous as the immediate hardship. After all, incumbents have existing revenue streams to protect—start-ups only have upside to capture. Additionally, management teams are more comfortable developing strategies for businesses they know how to operate, and are naturally reluctant to enter a new game with rules they don’t understand. The upshot: most incumbents dabble, making small investments that won’t flatten their current S-curve and guard against cannibalization. Usually, they focus too heavily on finding synergies (always looking for efficiency) rather than fostering radical experimentation.

The illusion that this dabbling is getting you into the game is all too tempting to believe. Many newspapers built online add-ons to their classified businesses, but few were willing to risk cannibalizing the traditional revenue streams, which at this point were still far bigger and more profitable. And remember, at this time, Schibsted had not yet been rewarded for its early action: its results looked pretty similar to its peers. In time, of course, bolder action becomes necessary, and executives must commit to nurturing potentially dilutive and small next-horizon businesses in a pipeline of initiatives. No small part of the challenge is to accept that the previous status quo is no longer the baseline.

Grocery retailer Aldi has disrupted numerous incumbents globally with its low-price model. Aldi’s future success was visible while Aldi was still nascent in the Yet many incumbent supermarkets chose to avoid the near-term pain of sharpening entry price points and improving their private-label brands. In hindsight, those moves would have been highly net-present-value positive with respect to avoided loss—as Aldi has continued its strong growth across three continents. By now, the future is pounding on the door. The new model has proved superior to the old, at least for some critical mass of adopters, and the industry is in motion toward it.

At this stage of disruption, to accelerate its own transformation, the incumbent’s challenge lies in aggressively shifting resources to the new self-competing ventures it nurtured in stage two. Think of it as treating new businesses like venture-capital investments that only pay off if they scale rapidly, while the old ones are subject to a private-equity-style workout. Boards play a significant role in this as Far too often, boards are unwilling (or unable) to change their view of baseline performance, further exacerbating the problem. Often a board’s (understandable) reaction to reduced performance is to push management even harder to achieve ambitious goals within the current model, ignoring the need for a more fundamental change.

This only worsens problems in the future. Further complicating matters, incumbents with initially strong positions can take false comfort at this stage, because the weaker players in the industry get hit hardest first. The narrative "it is not happening to us" is all too tempting to believe. The key is to monitor closely the underlying drivers, not just the hindsight of financial outcomes. As the tale goes, "I don’t have to outrun the bear . I just have to outrun you." Except when it comes to disruption, that strategy merely buys time. If the bear keeps running, it will get to you, too.

The typical traditional newspaper operator, likewise, wasn’t blind to a shift taking place, but it rarely managed to mount a response that was sufficiently aggressive. One notable exception was former digital laggard Axel When incumbents lack the in-house capability to build new businesses, they must look to acquire them instead. Here the challenge is to time acquisitions somewhere between where the business model is proved but valuations have yet to become too high—all while making sure the incumbent is a "natural best owner" of the new businesses it acquires. Examples of this approach in the financial sector include BBVA’s acquisition of Simple and Capital One’s acquisition of the design firm Adaptive Path.

In this late stage, the disruption has reached a point when companies have no choice but to accept reality: the industry has fundamentally changed. For incumbents, their cost base isn’t in line with the new (likely much shallower) profit pools, their earnings are caving in, and they find themselves poorly positioned to take a strong market position. This is where print media is now. The classifieds’ "rivers of gold" have dried up, making survival the first priority, and sustainability and growth the second. For the incumbents who, like Axel Springer and Schibsted, have made the leap, the adaptation phase brings new challenges.

Having become majority digital businesses, they’re fully exposed to the volatility and pace that comes with the territory. That is, their adaptation response is less a one-time event than a process of continual self-disruption. You can’t be satisfied with the first pivot—you have to be prepared to keep doing it. In some cases, incumbents’ capabilities are so highly tied to the old business model that rebirth through restructuring is unlikely to work, and an exit is the best way to preserve value. Eastman Kodak Company, for example, may have been better off leaving the photography business much faster, because its numerous strategies all failed to save it. The simple fact is that new profit pools may not be as deep as prior ones (as many newspaper publishers have come to believe). The reality is, most industries are still in stages one, two, and three. That’s why the early experiences of media, music, and travel companies can prove so valuable. These first industries to transition to a digital reality highlight the social and human challenges that by their nature apply to companies in most every industry and geography.

Airbnb management companies can be a home owner's best friend, saving time, problems and costs. But how does it really work? Through this rental model you far more overall flexibility. For instance, let's say you're going on a business trip for a several days and your house will remain unoccupied, why not let it out for those days and you will make a bit of spare cash. Your guests will not treat your property similar to long term tenants. This is the rule of thumb among short term guests, they're not going to bring all of their possessions in, your house will be treated more like a hotel-room to them.

There is more money to be made - when you use short-term letting it is possible to make double the income by comparison to long-term tenants. When using competent property managers, owners may typically earn 2 times more than long-term lettings, with none of the hassle of self-management. Notably increase your income, particularly during the peak demand for accommodation for instance summer and special events. During times of lesser demand they can spend the additional time to occupy your house whilst it might otherwise be left empty, achieving the maximum occupancy possible. Improving and preparing the house for rent, deciding the optimal rental fee, marketing your home effectively as well as much more.

If you are an Airbnb Host interested in short-term letting of your property, but do not have time to take care of your apartment or visitors, HostMyBnb is here to help! We are an Amsterdam-based team, and we recognize the commitment and dedication you insist on from someone who manages your property. At HostMyBnB we are completely aware of the concerns that short stay landlords come across. We already know the traps along with the pitfalls to avoid, and the tips and tricks to maximise your listing, your rating, and your income. We specialise in the Amsterdam market-place where the local regulations constrain the total of nights the apartment are able to be let via short stays to a maximum of 60 nights per year.

Typically our clients range from families, couples and singles of all ages who are away from home for anywhere from 2 nights to more than 2 months each calendar year. The types of properties that we manage vary from family homes, exclusive and executive apartments, large and small. We are dedicated, professional and accessible, with more than 30 years experience in Tourism, Hospitality and Property Management. We only work with dependable trustworthy local contractors. We are at all times ready to assist you, answer inquiries or tackle problems with your home or your guests. Are you ready to find out more?

Every decent company has their own set of company culture and it is their culture that creates the character and outlines what a company is like to work with. Company culture can have a powerful impact on the company’s performance as it binds the employees together as a team. In this article, let’s look at growing start-up, Airbnb. Recently named 2014 Company of the Year, Airbnb was founded in 2008 by roommates, Brian Chesky and Joe For those who are unfamiliar, Airbnb is a marketplace for people to list and book unique accommodations around the world; whether it is online or from a mobile phone or other portable devices. 2.5 billion and counting. To date, Airbnb has helped service over 8.5 million guests, and has more than 500,000 listings in 33,000 cities and 192 countries.

Brian Chesky believes that the stronger the culture, the less corporate process a company needs. Corporate process is like a flowchart of structure of activities that served as a goal in order to provide great value and services to clients or customers in order to bring profit to the company. "Problems will come and go. It is partly like a family or a tribe; there is a constant flow of things done or daily task in the household or in the group. It is not a monotonous day-to-day chore but an autonomous goal that everyone have to accomplish; either by helping one another or independently. Get started for free today. When a company has a strong culture, trusting employees would be easier as it binds people together and it provides stability for the company.

A good company culture also gives management a lookout for their employees; allowing them to retain the right employees. Once company have strong core values, they will know which employees will sink or swim with the team. Airbnb was built upon a team that was talented and at the same time intimidate each other by how smart they were. Instead of quitting because they were uncomfortable with each other’s intelligence, the team raised their bar and worked hard. Using this method, instead of working against each other, the partners worked with each other. It is often asked how a company build their culture. Brian considered upholding their core values in everything they do is the easiest way on building the company culture at Airbnb. "Culture is a thousand things, a thousand times.

It is living the core values when you hire; when you write an email; when you are working on a project; when you are walking in the hall. We have the power, by living the values, to build the culture." Chesky says. There were days when employees feel the pressure at achieving the task at hand or their goals. Obviously is it important to do so and it is even acceptable to feel that way once in a while. However, when a company has a strong culture, it gives the employees a platform to fall back on and pick themselves up instead of giving up. Airbnb’s Human Resource team pride themselves as being playful, fun, helpful and dead serious. They uphold the company’s most important goal, which is preserving and driving the company’s culture. Every company has their own culture. A good company would seek advice and get ideas but a successful company would not only seek advice but also practice it. Some maintain it with conscientious attention, while others just let it happen and hope for the best. Whichever you choose, there is only one fact that remains: a good culture creates an environment where people can do their best work.

Sooner or later it’s likely you’ll need an extra set of hands to help you manage your Airbnb’s communications and check-in. Instead of just handing out the username of your account and passwords to your account, Airbnb has created Co-Hosts to help make your life easier. A Co-Host is a trusted person/company that the listing owner has enlisted to help manage the property rental. They have their own Airbnb account and the listing owner gives them permission to see the master account. Co-Hosts can be anyone that you trust to look after the property, from cleaners, friends and even neighbours. What Can Co-Hosts Do?

Co-Hosts functions on the Airbnb system are limited to messaging guests, creating listings, manage the reservations, writing reviews, along with updating the pricing and calendar. They can also do any physical activities themselves at the apartments. For example, cleaning and maintenance, quality controls and welcoming guests in person. What Can’t Co-Hosts Do? Co-Hosts, can’t access any payment details or view any communications before they were added as a co-host. They can’t payout anyone or requests monies. Adding a co-host is straightforward, simply find your listing that you wish to add them to, edit the listing and select co-hosts. You then just need to enter their email address.

The co-host will then be notified of this change and will have the opportunity to accept or decline the request. You can add a maximum of three co-hosts per listing to help with your management. Once you have added a co-host you should agree with them who will respond to messages. As you may find that message are duplicated or you may contradict each other. You should also arrange how you will reimburse each co-host for their time and expenses. Bnb Co-hosts Services can be removed at any time by visiting the listing of your account. If you have a friend that has a well established Airbnb account, you can change your the status of your co-host from Secondary to Primary.

This means that when someone finds the listing, they will actually see the co-hosts profile picture and past reviews. All contact information from the co-host will be given instead of your own details. This is great for new hosts beginning their home sharing journey. Guests will have the confidence to book as you already have reviews thus allowing you to achieve maximum income from the start. As you get new reviews this will belong to your account and not the co-hosts. Once you have enough reviews you can switch back to being the primary host. If you have a day job or are often busy you should 100% add a co-host to your account. This will help to maintain your response rate and, ultimately, help you achieve superhost status. It cost nothing to add so it’s definitely a worthwhile feature to add.

Today was the second half of Y Combinator’s two-day Demo Day for its Winter 2019 class. Over 85 startups pitched on stage yesterday, and another huge batch launched today. Previously held at the Computer History Museum in Mountain View, this YC Demo Day instead took over a massive warehouse in San Francisco. Like yesterday’s pitches, today’s were split across two stages ("Pioneer" and "Mission") running in parallel — so even if you were there, you couldn’t see everything alone. We picked our top 10 startups from Day 1 to make it easier to keep up. Here are all of the companies that launched today, and our notes from their presentations.

YSplit: Splitting utility bills and other recurring payments with roommates or loved ones is a huge pain where one person has to front the money and then nag the others to get paid back. YSplit offers virtual debit cards that make it easy to automatically split bills and collect cash from users’ bank accounts. By charging a 2 percent interchange fee to merchants, YSplit could build a solid business from the 26 million shared homes in the US alone. The Juggernaut: A subscription publication focusing on South Asian stories. 5 a month. We wrote about The Juggernaut here. Searchlight: Reference checks can screen out bad hires, yet many businesses wait until the very end of the interview cycle or don’t do extensive checks.

Searchlight offers reference checks as a service. Job candidates invite their references to submit testimonials, which Searchlight collects and organizes into reports about someone’s work style, ideal environment, and skillset. 250 per job hopes to investigate all 30 million skilled hires in the US per year. Allo: Connects local parents and helps them help each other with things like babysitting and errand-running through a "Karma" point system. Average user returns 12x per week. Coursedog: Universities employ full time scheduling administrators to place faculty into courses and rooms. Coursedog automates this process by plugging into a school’s data to eliminate this busy work.

100,000 for a three-year contract. Next it wants to move into modernizing the process of booking spaces on campus as well as instructor and tuition payments. AI Insurance: Cloud-based software for insurance claims. By moving things to the cloud rather than filing cabinets, the founders say they can save "thousands of hours per claim". Their goal, once they’ve got enough claim data, is to use AI to determine things like how much a claim might ultimately cost. Nebullam: Growing crops indoors can produce more food per acre that’s not dependent on weather, but the problems are the high labor costs and payback times for expensive equipment. Nebullam wants to be the John Deere of indoor farming. It sells a vertical farming cube and other equipment that can maximize yield and minimize costs.

With a CEO who grew up on a farm, it’s already managed a 3 year payback time for its equipment vs an industry standard for 7 years. Pronto: Ride-sharing for smaller cities in Latin America. Co-founder Miguel Martinez Cano says that the Uber model doesn’t work in these cities, as would-be riders don’t have credit cards and instead want to pay cash. 59-99 per month. Currently doing 62,000 trips per month. 500 million per year on chemotherapy for their dogs, even though the treatment only extends their life temporarily without curing their disease. LEAH Labs wants to cure B-cell lymphoma cancer in dogs using Car T cells, a powerful new treatment method.

20 billion in recent Car T cell company exits, but none of the big players are focused on dogs. Balto: A platform for fantasy sports league managers to make money from their work. As fantasy sports betting moves toward legality in more states, they want to capture the audience already making bets through other means. Visly: Developers waste a ton of time rebuilding the same product for iOS, Android, and web and Visly says only 15 percent of developers use tools to simplify this. Visly’s cross-platform UI development suite makes it quick and easy to create consistent apps for different devices.