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愛(ài)彼迎絕地逢生

MICHAL LEV-RAM
2022-06-03

日前,在他最新入住的民宿里,愛(ài)彼迎的首席執(zhí)行官向我們坦露了他對(duì)公司未來(lái)動(dòng)向的愿景。

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新冠疫情來(lái)襲時(shí),愛(ài)彼迎(Airbnb)的業(yè)務(wù)在兩個(gè)月內(nèi)暴跌了80%。如今,遠(yuǎn)程工作的興起和旅游市場(chǎng)的復(fù)蘇,已經(jīng)推動(dòng)預(yù)定量和收入超過(guò)大流行前的水平。歷經(jīng)這番沉浮之后,布萊恩·切斯基(Brian Chesky)相繼推出多個(gè)重大舉措,最近更是祭出業(yè)內(nèi)最寬松的“隨地工作”政策。日前,在他最新入住的愛(ài)彼迎民宿,這位首席執(zhí)行官向我們坦露了他對(duì)公司未來(lái)動(dòng)向的愿景。

為節(jié)省篇幅和清晰起見(jiàn),本訪談經(jīng)過(guò)編輯。

現(xiàn)年40歲的切斯基并沒(méi)有科技公司創(chuàng)始人常見(jiàn)的那種簡(jiǎn)歷:他畢業(yè)于羅德島設(shè)計(jì)學(xué)院(Rhode Island School of Design),并對(duì)此深感自豪。圖片來(lái)源:GRACE RIVERA FOR FORTUNE

永遠(yuǎn)在路上

你現(xiàn)在不間斷地居住在各地的愛(ài)彼迎民宿。這是一種什么體驗(yàn)?

切斯基:我一月份開(kāi)始入住愛(ài)彼迎民宿,已經(jīng)住過(guò)大約十幾個(gè)地方:亞特蘭大、納什維爾、查爾斯頓、邁阿密、波士頓、芝加哥、科羅拉多州的幾個(gè)地方,還有溫哥華。目前住在紐約。在每個(gè)地方,我會(huì)待不到一周時(shí)間。搬家可能很麻煩,但我已經(jīng)接受這一點(diǎn)了。我沒(méi)什么行李。需要隨身攜帶的,真的只有金毛犬蘇菲了。她是我的主要伴侶。

我學(xué)到了兩件事。第一,你可以在陌生人的家中,用一臺(tái)筆記本電腦經(jīng)營(yíng)一家像愛(ài)彼迎這種規(guī)模的公司。受此啟發(fā),我們推出了一項(xiàng)政策,允許員工在世界任何地方生活和工作。如果我能做到,為什么別人就不能呢?我注意到的另一件事是, 你離開(kāi)的時(shí)間越長(zhǎng),你就越想待在一個(gè)設(shè)施齊全的住所里,享受辦公室或家的舒適。當(dāng)你在愛(ài)彼迎民宿生活和工作時(shí),它不僅僅是一個(gè)睡覺(jué)的地方。

我聽(tīng)說(shuō)你最近住進(jìn)了一間公主小屋?

是啊,童話般的公主小屋。我有沖動(dòng)的一面。發(fā)現(xiàn)感興趣的民宿,我就會(huì)順手預(yù)定下來(lái)。

看到“公主小屋”這幾個(gè)字,我覺(jué)得很酷。我真應(yīng)該多花點(diǎn)時(shí)間去看介紹的!因?yàn)樽∵M(jìn)那所房子的時(shí)候,我才發(fā)現(xiàn)里面全是粉紅色。沒(méi)有淋浴,只有一個(gè)浴缸,而且是為小公主準(zhǔn)備的那種小浴缸。但它體現(xiàn)了愛(ài)彼迎的無(wú)限可能性。這間小屋是女房東用一個(gè)主題精心裝飾的。它成了人們的目的地,我覺(jué)得這是一件很特別的事情。

你剛剛提到,愛(ài)彼迎現(xiàn)在允許員工“在任何地方生活和工作?!边@項(xiàng)新政策備受關(guān)注,不僅僅是因?yàn)樗撵`活性,還因?yàn)槟阏f(shuō)過(guò),與其他一些科技巨頭不同,你不會(huì)根據(jù)員工的居住地來(lái)調(diào)整薪資(注釋1)。談?wù)勥@項(xiàng)決定。

對(duì)于這件事,我不想有任何隱瞞。我真沒(méi)想到會(huì)有這么大的反應(yīng);它獲得的關(guān)注遠(yuǎn)遠(yuǎn)大于我的預(yù)期。自從我們宣布這項(xiàng)新政策以來(lái),公司招聘頁(yè)面的訪問(wèn)量已經(jīng)突破100萬(wàn)人次。許多CEO都跟我說(shuō):“嘿,我們最近也在考慮要不要這樣做。”我萬(wàn)萬(wàn)沒(méi)有想到,我們的設(shè)計(jì)竟然對(duì)世界產(chǎn)生如此大的影響。這真的引起了人們的共鳴。

我并不認(rèn)為,所謂的混合型工作方式,也就是要求人們每周回公司上三天班,真的能比舊世界提供大得多的靈活性。而且我覺(jué)得,基于居住地來(lái)確定薪酬水平,最終會(huì)成為一種過(guò)時(shí)的做法。我們只是走在了潮流的前面。試想一下,如果一位員工住在舊金山,想去緬因州找一家愛(ài)彼迎民宿住上三個(gè)月,我會(huì)不會(huì)因?yàn)榫捯蛑莸纳畛杀靖鸵恍┒o他降薪呢?這就太奇怪了。如果人們像我一樣住在不同的愛(ài)彼迎民宿,要不要每隔幾周就給他們調(diào)整一次薪水?所以,我開(kāi)始覺(jué)得,基于居住地來(lái)確定薪酬水平,實(shí)際上是假設(shè)人們完全扎根于一座城市。我覺(jué)得這將成為一種有點(diǎn)不合時(shí)宜的思考方式。

順便說(shuō)一下,這樣做還有另一個(gè)原因:我們都在爭(zhēng)奪同樣的人才。如果某某科技公司下調(diào)了員工薪資,而我們沒(méi)有這樣做,那么你就會(huì)來(lái)為我們效力。這就是實(shí)踐檢驗(yàn)政策的地方。

保持簡(jiǎn)單

愛(ài)彼迎剛剛公布的第一季度業(yè)績(jī)非常強(qiáng)勁(注釋2),但在疫情初期,你們似乎陷入絕境(注釋3)。這場(chǎng)危機(jī)是如何改變公司的?

出于實(shí)際需要,我們轉(zhuǎn)變成為一家職能型組織。在大流行之前,我們大約有10個(gè)部門。我們擴(kuò)張過(guò)度。我們不能什么都做,其實(shí)也沒(méi)有錢去做所有的事情。有人預(yù)言我們?cè)诮匐y逃,一些報(bào)道開(kāi)始談?wù)搻?ài)彼迎是否會(huì)就此終結(jié)。于是,我研究了一番像蘋果(Apple)這樣的公司,想看看他們當(dāng)初被外界看衰,深陷破產(chǎn)預(yù)言時(shí)的做法——比如上世紀(jì)90年代的蘋果。彼時(shí),現(xiàn)已辭世的蘋果創(chuàng)始人兼首席執(zhí)行官史蒂夫·喬布斯(Steve Jobs)將這家采用事業(yè)部制的公司轉(zhuǎn)變?yōu)橐患衣毮苄徒M織,大刀闊斧地將大約80個(gè)庫(kù)存單元(SKU)縮減至4個(gè)。他把一切都簡(jiǎn)單化了。我們隨即決定簡(jiǎn)化愛(ài)彼迎的業(yè)務(wù),回歸基本,回歸我們的根源。這真的是出于實(shí)際需要(注釋4)。

不過(guò),一旦開(kāi)始這樣做,我們就意識(shí)到,以這種方式經(jīng)營(yíng)一家公司其實(shí)更容易。我希望整個(gè)公司勁往一處使。而做到這一點(diǎn)的最佳方式就是創(chuàng)建一個(gè)“對(duì)齊機(jī)制”:我們的機(jī)制是一個(gè)日歷。大多數(shù)公司的做法是設(shè)置各種指標(biāo),但一家有創(chuàng)造力的公司并不會(huì)竭力沖擊數(shù)字。一家有創(chuàng)造力的公司有一個(gè)日歷,它有截止日期。

所以,我們現(xiàn)在每年都會(huì)安排兩次重大發(fā)布,一次是在五月,一次是在十一月。這真的有助于人們散布開(kāi)來(lái),因?yàn)橹灰磺卸荚谌諝v上,一切都在協(xié)調(diào)推進(jìn),人們就可以漫游世界各地,居住在他們向往的國(guó)家。

你們最近徹底改變了Airbnb的搜索方式。這種轉(zhuǎn)變背后的理由是什么?

從商業(yè)角度來(lái)看,我們所能做的最重要的事情不僅僅是增加房東數(shù)量,還要把住宿需求引向那些擁有最多可用民宿的地方。愛(ài)彼迎民宿遍布10萬(wàn)個(gè)城鎮(zhèn),而大多數(shù)人在搜索框中輸入的時(shí)候只能想到20到30個(gè)地方。所以我們想,如果我們按照人們熱衷的事情(比如滑雪、高爾夫或樹(shù)屋)來(lái)組織住宿產(chǎn)品,那會(huì)怎么樣?

在大流行之前,人們對(duì)于完全不同的旅行方式并不是很感興趣。商務(wù)旅行仍然占主導(dǎo)地位,人們只是習(xí)以為常。疫情開(kāi)始打破人們的習(xí)慣。每個(gè)人都不得不重新評(píng)估自己的生活,包括如何旅行。我們意識(shí)到,一旦習(xí)慣改變了,人們?cè)谶x擇旅行方式方面就會(huì)變得更加靈活。

回饋社會(huì)

你在2016年簽署了《捐贈(zèng)誓言》(注釋5)。你做慈善的方式是什么?

我想做的一件事就是幫助那些跟我一樣的孩子。我的父母都是社工,大體上算是中產(chǎn)階級(jí)。我沒(méi)有夢(mèng)想過(guò)要?jiǎng)?chuàng)建一家科技公司,因?yàn)槲也徽J(rèn)識(shí)任何科技創(chuàng)始人,甚至連聽(tīng)說(shuō)過(guò)都沒(méi)有。正是這種經(jīng)歷讓我萌生了幫助別人實(shí)現(xiàn)潛能,向他們展示大千世界的念頭。我們或許可以通過(guò)獎(jiǎng)學(xué)金和旅行的力量(注釋6),讓孩子們親身體驗(yàn)外面的世界??梢哉f(shuō),這些都是我念茲在茲的事情。但在我未來(lái)50年的生命歷程中,或者不管我活多久,我肯定還會(huì)對(duì)其他一些慈善事業(yè)產(chǎn)生濃厚興趣的。

今年早些時(shí)候,愛(ài)彼迎承諾為10萬(wàn)烏克蘭難民提供免費(fèi)臨時(shí)住所。你們是怎么做到的?

我記得是在2012年10月,當(dāng)超級(jí)颶風(fēng)桑迪(Superstorm Sandy)襲擊紐約時(shí),有位愛(ài)彼迎房東率先將他們的房子提供給無(wú)家可歸者。在過(guò)去的十年中,我們已經(jīng)為超過(guò)10萬(wàn)名需要住房的人免費(fèi)提供住所。幾年前,我們也開(kāi)始收容難民。去年阿富汗危機(jī)爆發(fā)時(shí),大約有10萬(wàn)人背井離鄉(xiāng),逃亡到美國(guó)。我們決定為其中五分之一的人提供住所。于是,我們宣布將安置兩萬(wàn)阿富汗難民,最終也確實(shí)做到了。

烏克蘭難民危機(jī)爆發(fā)后,我們想挑戰(zhàn)極限,追尋一個(gè)宏大的目標(biāo)和一個(gè)大膽的數(shù)字。所以我們宣布將安置10萬(wàn)人,并迅速動(dòng)員起來(lái)。我們擁有一種非常靈活的文化:一旦做出決定,整個(gè)公司就會(huì)非常迅速地轉(zhuǎn)動(dòng)起來(lái)。2020年新冠危機(jī)爆發(fā)后,我們迅速作出反應(yīng),并且在疫情期間通過(guò)Zoom成功上市。此外,我們反復(fù)地重塑產(chǎn)品,沉著地應(yīng)對(duì)像烏克蘭這樣的危機(jī)。這一切都是有目共睹的。

這場(chǎng)戰(zhàn)爭(zhēng),再加上居高不下的通脹率和科技股暴跌,讓許多人對(duì)美國(guó)經(jīng)濟(jì)的整體走向憂心忡忡。你怎么看愛(ài)彼迎的發(fā)展前景?

無(wú)論經(jīng)濟(jì)基本面發(fā)生什么事情,我們都有很強(qiáng)的適應(yīng)力。經(jīng)濟(jì)好的時(shí)候,人們有更多的錢去旅游。經(jīng)濟(jì)不好的時(shí)候,人們?cè)诼眯袝r(shí)都會(huì)省著花,一些人還想利用居所賺點(diǎn)外快。我的證據(jù)是,為什么我們會(huì)成為疫情期間恢復(fù)最快的旅行公司?比酒店快,比航空公司快,比在線旅游公司快。到目前為止,我們是所有的旅游業(yè)態(tài)中適應(yīng)性最強(qiáng)的商業(yè)模式。在世界上幾乎每一個(gè)地域,我們?cè)趲缀趺總€(gè)價(jià)位上都擁有幾乎每一種類型的住宿空間,為幾乎每一種旅客提供服務(wù)。我們不只提供短期住宿,還提供長(zhǎng)期服務(wù)(注釋7)。所以,無(wú)論世界政經(jīng)風(fēng)云如何變幻,我們總能找到適應(yīng)之道。

注釋:

(1)薪酬難題:谷歌(Google)最近要求大多數(shù)員工每周回公司工作三天,薪酬調(diào)整已成為勞資雙方的一大癥結(jié)。

(2)訂單紛至沓來(lái):根據(jù)5月3日發(fā)布的財(cái)報(bào),愛(ài)彼迎在2022財(cái)年第一季度錄得營(yíng)收15億美元,同比增長(zhǎng)70%。該公司尚未盈利,但正在無(wú)限接近:愛(ài)彼迎在2022年第一季度錄得凈虧損1900萬(wàn)美元,較2021年同期的12億美元虧損額大幅下降。

(3)挺過(guò)新冠危機(jī):當(dāng)新冠疫情襲來(lái)時(shí),愛(ài)彼迎被迫推遲了備受關(guān)注的上市計(jì)劃。為度過(guò)這場(chǎng)危機(jī),切斯基還裁掉了約四分之一的員工,并通過(guò)股票和債務(wù)融資籌集了20億美元。該公司最終于2020年12月上市。

(4)持續(xù)迭代:盡管愛(ài)彼迎一直在努力簡(jiǎn)化,但在過(guò)去12個(gè)月,該公司接連推出150項(xiàng)新功能和產(chǎn)品升級(jí)。最新的更新包括“拆分住宿”(split stays,這項(xiàng)功能允許用戶在長(zhǎng)時(shí)間居住期間預(yù)定兩個(gè)不同的民宿),并為客人提供過(guò)去僅面向房東的AirCover責(zé)任險(xiǎn)。

(5) 對(duì)數(shù)十億美元說(shuō)再見(jiàn):凈資產(chǎn)約為89億美元的切斯基承諾將其大部分財(cái)富捐給慈善事業(yè)。他的創(chuàng)業(yè)伙伴喬·格比亞(Joe Gebbia)和內(nèi)森·布萊查克(Nathan Blecharczyk)也作出了同樣的承諾。

(6) 研學(xué)津貼:切斯基與奧巴馬夫婦合作設(shè)立了一項(xiàng)新的獎(jiǎng)學(xué)金,為追求暑期工作旅行體驗(yàn)的學(xué)生提供助學(xué)津貼和免費(fèi)的愛(ài)彼迎民宿。

(7)永久假期:從2019年第一季度到今年,長(zhǎng)期住宿(愛(ài)彼迎將其定義為28天或更長(zhǎng)時(shí)間的預(yù)訂)翻了一番,現(xiàn)已成為該公司增長(zhǎng)最快的產(chǎn)品類別。(財(cái)富中文網(wǎng))

譯者:任文科

新冠疫情來(lái)襲時(shí),愛(ài)彼迎(Airbnb)的業(yè)務(wù)在兩個(gè)月內(nèi)暴跌了80%。如今,遠(yuǎn)程工作的興起和旅游市場(chǎng)的復(fù)蘇,已經(jīng)推動(dòng)預(yù)定量和收入超過(guò)大流行前的水平。歷經(jīng)這番沉浮之后,布萊恩·切斯基(Brian Chesky)相繼推出多個(gè)重大舉措,最近更是祭出業(yè)內(nèi)最寬松的“隨地工作”政策。日前,在他最新入住的愛(ài)彼迎民宿,這位首席執(zhí)行官向我們坦露了他對(duì)公司未來(lái)動(dòng)向的愿景。

為節(jié)省篇幅和清晰起見(jiàn),本訪談經(jīng)過(guò)編輯。

永遠(yuǎn)在路上

你現(xiàn)在不間斷地居住在各地的愛(ài)彼迎民宿。這是一種什么體驗(yàn)?

切斯基:我一月份開(kāi)始入住愛(ài)彼迎民宿,已經(jīng)住過(guò)大約十幾個(gè)地方:亞特蘭大、納什維爾、查爾斯頓、邁阿密、波士頓、芝加哥、科羅拉多州的幾個(gè)地方,還有溫哥華。目前住在紐約。在每個(gè)地方,我會(huì)待不到一周時(shí)間。搬家可能很麻煩,但我已經(jīng)接受這一點(diǎn)了。我沒(méi)什么行李。需要隨身攜帶的,真的只有金毛犬蘇菲了。她是我的主要伴侶。

我學(xué)到了兩件事。第一,你可以在陌生人的家中,用一臺(tái)筆記本電腦經(jīng)營(yíng)一家像愛(ài)彼迎這種規(guī)模的公司。受此啟發(fā),我們推出了一項(xiàng)政策,允許員工在世界任何地方生活和工作。如果我能做到,為什么別人就不能呢?我注意到的另一件事是, 你離開(kāi)的時(shí)間越長(zhǎng),你就越想待在一個(gè)設(shè)施齊全的住所里,享受辦公室或家的舒適。當(dāng)你在愛(ài)彼迎民宿生活和工作時(shí),它不僅僅是一個(gè)睡覺(jué)的地方。

我聽(tīng)說(shuō)你最近住進(jìn)了一間公主小屋?

是啊,童話般的公主小屋。我有沖動(dòng)的一面。發(fā)現(xiàn)感興趣的民宿,我就會(huì)順手預(yù)定下來(lái)。

看到“公主小屋”這幾個(gè)字,我覺(jué)得很酷。我真應(yīng)該多花點(diǎn)時(shí)間去看介紹的!因?yàn)樽∵M(jìn)那所房子的時(shí)候,我才發(fā)現(xiàn)里面全是粉紅色。沒(méi)有淋浴,只有一個(gè)浴缸,而且是為小公主準(zhǔn)備的那種小浴缸。但它體現(xiàn)了愛(ài)彼迎的無(wú)限可能性。這間小屋是女房東用一個(gè)主題精心裝飾的。它成了人們的目的地,我覺(jué)得這是一件很特別的事情。

你剛剛提到,愛(ài)彼迎現(xiàn)在允許員工“在任何地方生活和工作。”這項(xiàng)新政策備受關(guān)注,不僅僅是因?yàn)樗撵`活性,還因?yàn)槟阏f(shuō)過(guò),與其他一些科技巨頭不同,你不會(huì)根據(jù)員工的居住地來(lái)調(diào)整薪資(注釋1)。談?wù)勥@項(xiàng)決定。

對(duì)于這件事,我不想有任何隱瞞。我真沒(méi)想到會(huì)有這么大的反應(yīng);它獲得的關(guān)注遠(yuǎn)遠(yuǎn)大于我的預(yù)期。自從我們宣布這項(xiàng)新政策以來(lái),公司招聘頁(yè)面的訪問(wèn)量已經(jīng)突破100萬(wàn)人次。許多CEO都跟我說(shuō):“嘿,我們最近也在考慮要不要這樣做?!蔽胰f(wàn)萬(wàn)沒(méi)有想到,我們的設(shè)計(jì)竟然對(duì)世界產(chǎn)生如此大的影響。這真的引起了人們的共鳴。

我并不認(rèn)為,所謂的混合型工作方式,也就是要求人們每周回公司上三天班,真的能比舊世界提供大得多的靈活性。而且我覺(jué)得,基于居住地來(lái)確定薪酬水平,最終會(huì)成為一種過(guò)時(shí)的做法。我們只是走在了潮流的前面。試想一下,如果一位員工住在舊金山,想去緬因州找一家愛(ài)彼迎民宿住上三個(gè)月,我會(huì)不會(huì)因?yàn)榫捯蛑莸纳畛杀靖鸵恍┒o他降薪呢?這就太奇怪了。如果人們像我一樣住在不同的愛(ài)彼迎民宿,要不要每隔幾周就給他們調(diào)整一次薪水?所以,我開(kāi)始覺(jué)得,基于居住地來(lái)確定薪酬水平,實(shí)際上是假設(shè)人們完全扎根于一座城市。我覺(jué)得這將成為一種有點(diǎn)不合時(shí)宜的思考方式。

順便說(shuō)一下,這樣做還有另一個(gè)原因:我們都在爭(zhēng)奪同樣的人才。如果某某科技公司下調(diào)了員工薪資,而我們沒(méi)有這樣做,那么你就會(huì)來(lái)為我們效力。這就是實(shí)踐檢驗(yàn)政策的地方。

保持簡(jiǎn)單

愛(ài)彼迎剛剛公布的第一季度業(yè)績(jī)非常強(qiáng)勁(注釋2),但在疫情初期,你們似乎陷入絕境(注釋3)。這場(chǎng)危機(jī)是如何改變公司的?

出于實(shí)際需要,我們轉(zhuǎn)變成為一家職能型組織。在大流行之前,我們大約有10個(gè)部門。我們擴(kuò)張過(guò)度。我們不能什么都做,其實(shí)也沒(méi)有錢去做所有的事情。有人預(yù)言我們?cè)诮匐y逃,一些報(bào)道開(kāi)始談?wù)搻?ài)彼迎是否會(huì)就此終結(jié)。于是,我研究了一番像蘋果(Apple)這樣的公司,想看看他們當(dāng)初被外界看衰,深陷破產(chǎn)預(yù)言時(shí)的做法——比如上世紀(jì)90年代的蘋果。彼時(shí),現(xiàn)已辭世的蘋果創(chuàng)始人兼首席執(zhí)行官史蒂夫·喬布斯(Steve Jobs)將這家采用事業(yè)部制的公司轉(zhuǎn)變?yōu)橐患衣毮苄徒M織,大刀闊斧地將大約80個(gè)庫(kù)存單元(SKU)縮減至4個(gè)。他把一切都簡(jiǎn)單化了。我們隨即決定簡(jiǎn)化愛(ài)彼迎的業(yè)務(wù),回歸基本,回歸我們的根源。這真的是出于實(shí)際需要(注釋4)。

不過(guò),一旦開(kāi)始這樣做,我們就意識(shí)到,以這種方式經(jīng)營(yíng)一家公司其實(shí)更容易。我希望整個(gè)公司勁往一處使。而做到這一點(diǎn)的最佳方式就是創(chuàng)建一個(gè)“對(duì)齊機(jī)制”:我們的機(jī)制是一個(gè)日歷。大多數(shù)公司的做法是設(shè)置各種指標(biāo),但一家有創(chuàng)造力的公司并不會(huì)竭力沖擊數(shù)字。一家有創(chuàng)造力的公司有一個(gè)日歷,它有截止日期。

所以,我們現(xiàn)在每年都會(huì)安排兩次重大發(fā)布,一次是在五月,一次是在十一月。這真的有助于人們散布開(kāi)來(lái),因?yàn)橹灰磺卸荚谌諝v上,一切都在協(xié)調(diào)推進(jìn),人們就可以漫游世界各地,居住在他們向往的國(guó)家。

你們最近徹底改變了Airbnb的搜索方式。這種轉(zhuǎn)變背后的理由是什么?

從商業(yè)角度來(lái)看,我們所能做的最重要的事情不僅僅是增加房東數(shù)量,還要把住宿需求引向那些擁有最多可用民宿的地方。愛(ài)彼迎民宿遍布10萬(wàn)個(gè)城鎮(zhèn),而大多數(shù)人在搜索框中輸入的時(shí)候只能想到20到30個(gè)地方。所以我們想,如果我們按照人們熱衷的事情(比如滑雪、高爾夫或樹(shù)屋)來(lái)組織住宿產(chǎn)品,那會(huì)怎么樣?

在大流行之前,人們對(duì)于完全不同的旅行方式并不是很感興趣。商務(wù)旅行仍然占主導(dǎo)地位,人們只是習(xí)以為常。疫情開(kāi)始打破人們的習(xí)慣。每個(gè)人都不得不重新評(píng)估自己的生活,包括如何旅行。我們意識(shí)到,一旦習(xí)慣改變了,人們?cè)谶x擇旅行方式方面就會(huì)變得更加靈活。

回饋社會(huì)

你在2016年簽署了《捐贈(zèng)誓言》(注釋5)。你做慈善的方式是什么?

我想做的一件事就是幫助那些跟我一樣的孩子。我的父母都是社工,大體上算是中產(chǎn)階級(jí)。我沒(méi)有夢(mèng)想過(guò)要?jiǎng)?chuàng)建一家科技公司,因?yàn)槲也徽J(rèn)識(shí)任何科技創(chuàng)始人,甚至連聽(tīng)說(shuō)過(guò)都沒(méi)有。正是這種經(jīng)歷讓我萌生了幫助別人實(shí)現(xiàn)潛能,向他們展示大千世界的念頭。我們或許可以通過(guò)獎(jiǎng)學(xué)金和旅行的力量(注釋6),讓孩子們親身體驗(yàn)外面的世界。可以說(shuō),這些都是我念茲在茲的事情。但在我未來(lái)50年的生命歷程中,或者不管我活多久,我肯定還會(huì)對(duì)其他一些慈善事業(yè)產(chǎn)生濃厚興趣的。

今年早些時(shí)候,愛(ài)彼迎承諾為10萬(wàn)烏克蘭難民提供免費(fèi)臨時(shí)住所。你們是怎么做到的?

我記得是在2012年10月,當(dāng)超級(jí)颶風(fēng)桑迪(Superstorm Sandy)襲擊紐約時(shí),有位愛(ài)彼迎房東率先將他們的房子提供給無(wú)家可歸者。在過(guò)去的十年中,我們已經(jīng)為超過(guò)10萬(wàn)名需要住房的人免費(fèi)提供住所。幾年前,我們也開(kāi)始收容難民。去年阿富汗危機(jī)爆發(fā)時(shí),大約有10萬(wàn)人背井離鄉(xiāng),逃亡到美國(guó)。我們決定為其中五分之一的人提供住所。于是,我們宣布將安置兩萬(wàn)阿富汗難民,最終也確實(shí)做到了。

烏克蘭難民危機(jī)爆發(fā)后,我們想挑戰(zhàn)極限,追尋一個(gè)宏大的目標(biāo)和一個(gè)大膽的數(shù)字。所以我們宣布將安置10萬(wàn)人,并迅速動(dòng)員起來(lái)。我們擁有一種非常靈活的文化:一旦做出決定,整個(gè)公司就會(huì)非常迅速地轉(zhuǎn)動(dòng)起來(lái)。2020年新冠危機(jī)爆發(fā)后,我們迅速作出反應(yīng),并且在疫情期間通過(guò)Zoom成功上市。此外,我們反復(fù)地重塑產(chǎn)品,沉著地應(yīng)對(duì)像烏克蘭這樣的危機(jī)。這一切都是有目共睹的。

這場(chǎng)戰(zhàn)爭(zhēng),再加上居高不下的通脹率和科技股暴跌,讓許多人對(duì)美國(guó)經(jīng)濟(jì)的整體走向憂心忡忡。你怎么看愛(ài)彼迎的發(fā)展前景?

無(wú)論經(jīng)濟(jì)基本面發(fā)生什么事情,我們都有很強(qiáng)的適應(yīng)力。經(jīng)濟(jì)好的時(shí)候,人們有更多的錢去旅游。經(jīng)濟(jì)不好的時(shí)候,人們?cè)诼眯袝r(shí)都會(huì)省著花,一些人還想利用居所賺點(diǎn)外快。我的證據(jù)是,為什么我們會(huì)成為疫情期間恢復(fù)最快的旅行公司?比酒店快,比航空公司快,比在線旅游公司快。到目前為止,我們是所有的旅游業(yè)態(tài)中適應(yīng)性最強(qiáng)的商業(yè)模式。在世界上幾乎每一個(gè)地域,我們?cè)趲缀趺總€(gè)價(jià)位上都擁有幾乎每一種類型的住宿空間,為幾乎每一種旅客提供服務(wù)。我們不只提供短期住宿,還提供長(zhǎng)期服務(wù)(注釋7)。所以,無(wú)論世界政經(jīng)風(fēng)云如何變幻,我們總能找到適應(yīng)之道。

注釋:

(1)薪酬難題:谷歌(Google)最近要求大多數(shù)員工每周回公司工作三天,薪酬調(diào)整已成為勞資雙方的一大癥結(jié)。

(2)訂單紛至沓來(lái):根據(jù)5月3日發(fā)布的財(cái)報(bào),愛(ài)彼迎在2022財(cái)年第一季度錄得營(yíng)收15億美元,同比增長(zhǎng)70%。該公司尚未盈利,但正在無(wú)限接近:愛(ài)彼迎在2022年第一季度錄得凈虧損1900萬(wàn)美元,較2021年同期的12億美元虧損額大幅下降。

(3)挺過(guò)新冠危機(jī):當(dāng)新冠疫情襲來(lái)時(shí),愛(ài)彼迎被迫推遲了備受關(guān)注的上市計(jì)劃。為度過(guò)這場(chǎng)危機(jī),切斯基還裁掉了約四分之一的員工,并通過(guò)股票和債務(wù)融資籌集了20億美元。該公司最終于2020年12月上市。

(4)持續(xù)迭代:盡管愛(ài)彼迎一直在努力簡(jiǎn)化,但在過(guò)去12個(gè)月,該公司接連推出150項(xiàng)新功能和產(chǎn)品升級(jí)。最新的更新包括“拆分住宿”(split stays,這項(xiàng)功能允許用戶在長(zhǎng)時(shí)間居住期間預(yù)定兩個(gè)不同的民宿),并為客人提供過(guò)去僅面向房東的AirCover責(zé)任險(xiǎn)。

(5) 對(duì)數(shù)十億美元說(shuō)再見(jiàn):凈資產(chǎn)約為89億美元的切斯基承諾將其大部分財(cái)富捐給慈善事業(yè)。他的創(chuàng)業(yè)伙伴喬·格比亞(Joe Gebbia)和內(nèi)森·布萊查克(Nathan Blecharczyk)也作出了同樣的承諾。

(6) 研學(xué)津貼:切斯基與奧巴馬夫婦合作設(shè)立了一項(xiàng)新的獎(jiǎng)學(xué)金,為追求暑期工作旅行體驗(yàn)的學(xué)生提供助學(xué)津貼和免費(fèi)的愛(ài)彼迎民宿。

(7)永久假期:從2019年第一季度到今年,長(zhǎng)期住宿(愛(ài)彼迎將其定義為28天或更長(zhǎng)時(shí)間的預(yù)訂)翻了一番,現(xiàn)已成為該公司增長(zhǎng)最快的產(chǎn)品類別。(財(cái)富中文網(wǎng))

譯者:任文科

When COVID-19 hit, Airbnb’s business plunged 80% in two months. Today, the rise of remote work and a resurgent travel market have pushed bookings and revenue above pre-pandemic levels. Through it all, Chesky has leaned into big moves, including the recent announcement of one of the industry’s most liberal “work from anywhere” policies. We caught up with the CEO at his latest Airbnb to talk about where the company goes from here.

INTERVIEW BY MICHAL LEV-RAM

THIS EDITED Q&A HAS BEEN CONDENSED FOR SPACE AND CLARITY.

MAN ON THE MOVE

You’re actually living in Airbnbs full-time right now. What has that experience been like?

CHESKY: I started living on Airbnb in January. I’ve lived in about a dozen places: Atlanta, Nashville, Charleston, Miami, Boston, Chicago, a couple of places in Colorado, Vancouver. Right now I’m in New York. [I stay at each] a little under a week. Moving can be difficult, but I’ve just embraced it. I pack pretty light. It’s really just [golden retriever puppy] Sophie; she’s my primary accessory.

There are two things I’ve learned. One, you can run a company the size of Airbnb from a laptop in a stranger’s house. That helped inspire our policy to allow employees to live and work anywhere in the world. If I can do it, then why can’t other people do it? The other thing I noticed is that the longer you’re away, the more you want to be in a home with amenities and the comfort of your office or your house. When you’re living and working on Airbnb, it isn’t just a place to sleep.

I heard you recently stayed in some kind of princess cottage?

Yeah, a fairy-tale princess cottage. There’s an impulsive side of me, I just find Airbnbs and I book them.

I saw the words “princess cottage,” and I thought it was cool. I should have spent more time reading! Because I got to the house and it was all pink inside. And there wasn’t a shower, there was just a bathtub—a small bathtub for a small princess. But it captures the possibilities on Airbnb. Here’s this little cottage that this woman decked out with a theme. And it became a destination for people, which I think is pretty special.

You mentioned the new “l(fā)ive and work anywhere” policy. It’s gotten attention, not just because of the flexibility, but also because you’ve said you’re not going to adjust salaries based on where workers live, in contrast to some other big tech players. 1 Talk about that decision.

I’ll be super honest about this. I wasn’t expecting a big reaction; it got way more attention than I expected. Since we made the announcement, more than 1 million people have visited our jobs page. I’ve had tons of other CEOs reach out to me saying, “Hey, we’re thinking about doing this.” I never predicted that our design would have an influence on the world. I think we just struck a chord.

I don’t think hybrid, asking people to come back to work in the office three days a week, actually provides a ton more flexibility than the old world. And I felt like location-based pay would eventually be an outdated practice. We’re just getting in front of the curve. And listen, if people can live on Airbnb, if I live in San Francisco and I want to go to Maine for three months, am I going to lower your pay because Maine may have a lower cost of living? It would be kind of weird. If people live on Airbnb like I do, are you going to give them a different paycheck every couple of weeks? So it started feeling like location-based pay presumes that people are completely rooted in one city, and I felt like that was going to become a slightly anachronistic way to think about things.

By the way, there was another reason: We’re all competing for the same talent. And so if Tech Company A lowers your pay and we don’t, then you are going to come work for us. That’s where the rubber hits the road.

KEEP IT SIMPLE

Airbnb just reported strong Q1 results, 2 but in the early days of the pandemic, you looked to be in deep trouble. 3 How did that crisis change the company?

By necessity, we switched to being a functional organization. We had about 10 divisions before the pandemic. We were overextended. We couldn’t do everything—and we wouldn’t have the money to do it all. There were people who were predicting our demise, articles asking if this was the end of Airbnb. So I looked at companies like Apple and what they did when people were predicting that they were going to go out of business—like Apple in the late ’90s. Steve [Jobs, the late founder and CEO of Apple] basically took a divisional company and turned it into a functional organization. He took about 80 business SKUs and got it down to four. He made everything really simple. And we decided to simplify our business and go back to the basics, back to our roots, really out of necessity. 4

But as we did it, we realized it was actually easier to run a company this way. I wanted the whole company rowing in one direction. The best way to do that is to create an alignment mechanism; ours is a calendar. Most companies do this with metrics, but a creative company doesn’t try to hit numbers. A creative company has a calendar, it has deadlines.

So now we have two big releases each year, one in May and one in November. It really helps allow people to be distributed, because when people can roam around the world and live in any country they want, as long as everything’s on a calendar, everything’s coordinated.

You recently overhauled the ways you can search on Airbnb. What’s the rationale behind the shift?

From a business standpoint, the most important thing we can do is not just add more hosts, but also point demand where we have the most available hosts. There are Airbnbs in 100,000 towns and cities, and most people can only think of 20 to 30 places that they type into a search box. So we thought, What if we organize homes by things people are passionate about, like skiing or golfing or tree houses?

Before the pandemic, people were not really interested in traveling in a completely different way. Business travel still dominated, and people were just habituated. The pandemic started breaking people’s habits. Everyone had to reevaluate their lives, including how to travel. We realized that once habits were changed, people were going to be more flexible.

GIVE IT AWAY NOW

You signed the Giving Pledge in 2016. 5 What’s your approach to philanthropy?

One of the things I want to do is help kids that are just like me. I was the son of two social workers, basically middle-class. I didn’t dream of becoming a tech founder because I didn’t know any tech founders. I had never even heard of a tech founder. So I think I can help others realize their potential, show them the great big world—maybe expose them through the power of education scholarships and travel. 6 These are things that you could say are actively in my mind. But over the course of the next 50 years of my life, or however long I live, I’m sure there are going to be other issues that I grow passionate about.

Earlier this year, Airbnb pledged to provide free temporary housing for up to 100,000 Ukrainian refugees (see story on page 36). How did you make that happen?

I think it was in October 2012, when Superstorm Sandy hit New York, that the first [Airbnb host] opened their home to a person who had been displaced. Over the course of the last decade, we’ve housed more than 100,000 people in need of housing for free. A number of years ago, we started housing refugees too. When the Afghanistan crisis broke out last year, we had about 100,000 people leaving Afghanistan come to the U.S. We decided to try to house a fifth of them. So we said, We’re going to house 20,000 people, and we did.

[With Ukraine], we wanted to push ourselves ... a big goal and an audacious number. So we announced 100,000, and we mobilized. We’re a really nimble culture: We make a decision and the entire company turns very, very quickly. You saw how fast we responded to the crisis in 2020; you saw how we were able to go public, on Zoom, during a pandemic. You saw how we have reinvented the product repeatedly. And you saw how we can respond to crises like Ukraine.

That war, along with concerns over inflation and cratering tech stocks, has many concerned about our overall economic direction. What do you see on the horizon for Airbnb?

We’re pretty resilient to whatever happens in the economy. In a good economy, people have more money to travel. In a bad economy, people want to save money when they travel, and people want to make extra money in their homes. My evidence of this is, how come we were the travel company that recovered fastest during the pandemic? Faster than hotels, faster than airlines, and faster than online travel companies. We are the most adaptable business model in all of travel by far. We have nearly every type of space at nearly every price point for nearly every type of person in nearly every geography in the world. We’re not just short term, we’re also long term. 7 So however the world changes, we’ ll be able to adapt.

(1) Comp conundrum: At Google, which recently asked most of its employees to return to the office three days a week, pay adjustments have become a major sticking point with workers. (See story on page 92.)

(2) Booked and busy: Airbnb’s Q1 2022 revenue, reported on May 3, came in at $1.5 billion—a 70% increase year over year. The company isn’t yet profitable, but it’s getting close: Airbnb reported a net loss of $19 million in Q1 2022, compared to a $1.2 billion loss for the same period in 2021.

(3) Surviving the pandemic: When COVID-19 hit, Airbnb was forced to delay a much-hyped IPO. Chesky also laid off about a quarter of his workforce, and raised $2 billion in equity and debt financing to get through the crisis. The company eventually went public in December 2020.

(4) New and improved: Despite its push to simplify, Airbnb has launched 150 new features and product upgrades in the past 12 months. The latest update includes “split stays,” which lets users book two back-to-back stays, and AirCover for guests—liability insurance, which in the past was available only to hosts.

(5) Bye-bye, billions: By signing, Chesky, who has a net worth estimated at $8.9 billion, pledges to give the majority of his wealth to charitable causes. His fellow cofounders, Joe Gebbia and Nathan Blecharczyk, have made the same promise.

(6) Road scholar: Chesky is partnering with the Obamas on a new scholarship that includes a stipend and free Airbnb housing for students pursuing a summer work-travel experience.

(7) Permanent vacation: Long-term stays, which Airbnb defines as bookings of 28 days or longer, doubled from the first quarter of 2019 to this year. The category is the company’s fastest-growing.

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