1. 共享經濟的崛起 2. Airbnb 商業模式 3. Airbnb 給旅遊業的啟示：個人化體驗服務

1. 從 Airbnb 看旅遊型態的轉變
作者: Wei Ping Wu
2016-06-07
圖片來源 https://www.tentree.com/blog/wp-content/uploads/2014/11/airbnb.jpg
出國旅遊時，看著眼花撩亂的套裝行程，你是否也曾感到厭倦，而想要闖出屬
於自己獨一無二的旅行？那麼，或許 Airbnb 可以提供滿足所需條件的服務。
本文三大重點：1. 共享經濟的崛起 2. Airbnb 商業模式 3. Airbnb 給旅遊業的啟
示：個人化體驗服務
1. 共享經濟的崛起
共享經濟是一個近幾年崛起的一項熱門商業模式。隨著實務界各項產業、
不同商品、甚至平台操作紛紛套用這個模式的核心概念，很多人因此困惑：到
底什麼是共享經濟？
要為「共享經濟」訂下一個嚴謹的定義其實相當困難。舉例而言，若是以
直觀的想法探討「共享」，則應該排除隱含金錢交易的營運模式，但在這個定義
之下著名 P2P (peer-to-peer)平台 Airbnb 即除名於共享經濟之列。抑或是以另一
個觀點，共享的標的物為資產的獲取管道（並非資產本身），則交易一端獲取金
錢則是可以接受的(Martin, 2016)。然而，這類繁瑣的定義當越來越多人重視共

2. 享經濟，越來越多人在學術期刊上探討何謂 Sharing Economy，變得越來越難嚴
謹地概括說明這個商業模式。簡單來說共享經濟的核心觀念為：人們將未能物
盡其用的物資，通過網路作為媒介將其與有相關需求的社群連結，並在滿足需
求的同時，降低想要擁有這類物資的慾望。
共享經濟的崛起若以巨觀經濟的觀點分析，可以導因於全球經濟蕭條與金
融危機。根據歐盟經濟社會辦事處(EU,2014)指出，當經濟蕭條開始蔓延，則協
同消費(collaborative consumption)相對逆勢成長：著名的例子為車輛共享、房間
租賃、二手拍賣、及線上的語言學習或媒合社群。許多研究顯示，共享經濟對
消費者而言的價值在於：在消費支出面追求省錢，以租用或是購買二手商品獲
得折扣；另一個動機則是在所得收面追求閒置資源的「兼職」以賺取收入。
除了經濟面之外，科技的發展也是共享經濟重要的推手。社群媒體、網路
平台興起，讓人們可以直接在網上消費、租借，進而直接分享用戶經驗，不僅
縮短了人與人之間的距離、降低交易成本，也提升了互信並打破了不敢與陌生
人交易的障礙。(Schor and Fitzmaurice, 2015; Stokes et al., 2014; Benkler, 2004;
TPRC, 2014) 今很多二手市場是藉由 Facebook 作為買賣平台，例如現在已經將
近兩萬多人使用的出清台大，即是一個典型的二手出清買賣平台，出清物品千
奇百怪，甚至連舞會舞伴、一日粗工都可以進行買賣，由此可以推論二手市
場、出清的概念已經建立在消費者心中，尤其是年輕族群。
圖片來源: http://www.mnn.com/sites/default/files/editorial/sharing_0.jpg
2. Airbnb 商業模式
想到 Airbnb 大部分人會聯想到性質接近的媒合平台 Couchsurfing。兩者都
是利用閒置的空房提供旅客住宿，唯一的差別在於 Airbnb 將非營利的

3. Couchsurfing 轉為獲利導向的 P2P 平台。Airbnb 這個著名的線上房屋租賃平台目
前已成為全球第三大的創業公司，進駐全球 190 個國家、3 萬多個城市，僅次
於 Uber 和小米。
2007 年創立的 Airbnb 其實發跡於一個簡單的概念：租別人家裡的房間睡
覺。因此 Airbnb 名稱的由來就是 AirbedandBreakfast (氣墊和早餐)，以共享經
濟、協同消費之姿跨入房屋租賃業。不過縱使有供給、有需求，要如何撮合擁
有閒置房間的供給方與價格敏感度較高的旅客呢？於是 Airbnb 的多邊平台應運
而生。對於 Airbnb 而言，要說服旅客進入一個陌生家裡過夜，最重要的價值即
為「信任」。Airbnb 發展初期主要仰賴顧客之間的口耳相傳，因為對於消費者而
言，直接的使用者經驗是最可信的。除此之外，它也提供過去旅客的評價機制
讓旅客對於這一個「家」能有所預期，並且提供 24 小時後才付費的服務讓旅客
可以放心訂房，至少再實際體驗之後才會付款。
作為一個沒有實係擁有房產的媒介公司，Airbnb 相當重視顧客關係管理：
即旅客與出租者。對於前者，它提供專業的房間攝影照片以供評價，以及良好
的服務品質增加顧客回購率；至於後者，它提供完善的保險以及簡單的申請程
序。收益流的部分，Airbnb 對於兩類顧客皆會收取費用，旅客與出租者分別的
費率為 6 至 12%與 3%。
根據 Business Model Generation 的作者 Alexander Osterwalder，商業模式是
「描述一個組織如何創造、傳遞及獲取價值的手段與方法」。從 Airbnb 的發展
歷史可以發現，它所主張的價值仍然隨著時代改變：從 2011 年成立之初主張幫
助擁有閒置資產的人出租房子，而至 2014 年品牌重塑與更新其 logo 設計，主
打「Live There」，將自己的品來定位在「Belong Anywhere」，從單純的住一個晚
上的旅館提升至整體食衣住行的層次，提供旅客一個最真實、最當地的服務。
圖片來源: http://www.collaborativeconsumption.com/wp-
content/uploads/2014/06/assetlighthftp.png

4. 3. Airbnb 給旅遊業的啟示：個人化服務
「你看過了許多美景 你看過了許多美女 你迷失在地圖上每一道短暫的光
陰」--陳綺貞 旅行的意義
每個人對於旅行有不同的期待、不同的定義。就如同上述歌詞所描述的場
景，很多時候旅行只是一個拍照、打卡、吃一樣的食物、看著當地觀光業者準
備好給你看，彷彿很道地的「一場 show」。
當各地背包客或者自助旅行大增、Free walking tour 遍布全球、越來越多人
嘗試當 Couchsurfing 的 host 或沙發客，標誌著旅行不再是一場標準化的流程，
而是一場探勘各地最真實樣貌的冒險，如同 Airbnb 創辦人 Brain Chesky 曾於巴
黎演說時強調「Airbnb's mission is to help creating a world where you can belong
anywhere and where people can live a place, instead of just travelling to it (Airbnb 的
核心概念在於建立一個你能輕易融入當地的世界，而非僅止於造訪它)」。Airbnb
瞄準這個市場的動向，除了提供基本的房間出租，它更積極建立「全方位體驗
服務」，讓 Airbnb 滲透到旅客的食衣住行各層面，例如在地 Host 提供私房景點
或是讓旅客體驗特殊的技藝文化，讓旅行者跳脫一般的旅行團式行程，能夠更
加接觸在地的、最真實的文化。另外，Airbnb 甚至推出個人化 App，利用旅客
過去的訂房紀錄推算他喜歡的房間形式或是旅行風格，作出後續適合他的推薦
清單。
圖片來源: https://www.theatlas.com/charts/ryyvxL5G
不過，根據美國 2015 年取樣的 4800 筆數據顯示，使用 Airbnb 或是 Uber
等等的共享經濟平台的使用者，相較起來較為年輕、年所得較高、且大都有大
學學歷。因此可以推論即便至今，共享經濟仍非一項大眾都可以接受的營運模

5. 式，而是只有某一特定的族群特別喜愛----嚮往冒險、對於旅行有自己的自信與
堅持的 Y 世代，並形成了一種期望「當地體驗式旅遊」的次文化。因此，
Airbnb 未來的發展首要面對的問題在於，如何保有主要年輕客群卻能觸及到更
多家庭、或是商務旅客。
若以綜觀分析，共享經濟從房間、車子等各種實體商品的共享，將走向時
間、經驗式的共享，讓在地的人除了分享閒置房間，也分享了自己的拿手早午
餐、小提琴、或是私房景點遊覽。(McKinsey, 2014)
資料來源
1. Martin, C.J. (2016) ‘The sharing economy: A pathway to sustainability or a
nightmarish form of neoliberal capitalism?’, Ecological Economics, 121, pp. 149–
159. doi: 10.1016/j.ecolecon.2015.11.027.
http://www.sciencedirect.com/science/article/pii/S0921800915004711
2. Anders Hansen Henten Iwona Maria Windekilde , (2016),"Transaction costs and
the sharing economy", info, Vol. 18 Iss 1 pp. 1 – 15
http://www.emeraldinsight.com/doi/abs/10.1108/info-09-2015-0044
3. Roderick and Leonie (2016) AIRBNB SEEKS NEW THRILLS WITH A FULL TRAVEL
SERVICE.Available at:
http://web.a.ebscohost.com.ezproxy.its.uu.se/ehost/pdfviewer/pdfviewer?sid=6
22cc404-358d-4e91-9b7f-1ed92ed094e1%40sessionmgr4004&vid=3&hid=4201
(Accessed: 7 June 2016).
4. McKinsey (2014) The future of Airbnb in cities. Available at:
http://www.mckinsey.com/industries/travel-transport-and-logistics/our-
insights/the-future-of-airbnb-in-cities (Accessed: 7 June 2016).
http://www.independent.co.uk/news/business/news/uber-and-airbnb-are-only-
used-by-the-young-rich-and-well-educated-study-finds-a7037531.html
參考文章: Airbnb seeks new thrills with a full travel service
Authors: Roderick, Leonie Source: Marketing Week. 4/28/2016, p8-9. 2p
Airbnb is to move beyond offering rental accommodation as it looks to take on
mass tourism and offer a ‘full experiential service proposition’ by putting content and
personalization at the heart of the brand.
Airbnb disrupted the world of travel accommodation when it launched its
service in 2011. It did not own hotel rooms or self-catering cottages, or even
caravans where people could spend their holidays. Instead, it acted as a bridge

6. between travelers and locals who had a room or an apartment to rent out.
The brand now wants to prove it is about more than helping people rent out
their homes. Airbnb wants to be a full-service travel company, offering ideas on
places to visit and eat while on holidays and personalizing that service based on
previous experiences.
To promote this new strategy, Airbnb is running a global campaign – ‘Live There’
– that aims to inspire people to live like a local and enjoy “authentic” holiday
experiences. Where last year’s marketing addressed the “cultural tension” of
connecting with strangers, this one will promote the advantages of getting insider
knowledge of a new city of destination. The campaign was created in response to
brand research, which showed that modern tourism does not satisfy most travelers’
needs. Respondents said they felt overwhelmed with the crowds at tourist
attractions, with people finding it as stressful as going to the dentist (48%) or doing
their taxes (52%).
The campaign is the brand’s “biggest yet” and features various TV spots, as well
as digital, outdoor and print creative. The spots showcase the Airbnb community,
while contrasting standard tourism with the Airbnb experience. Its campaign creative
is the “most diverse yet”, targeting lesbian, gay, bisexual and transgender (LGBT)
people, same sex couples, millennials and, for the first time, families.
Despite the diverse content targeting specific segments, Airbnb’s CMO Jonathan
Mildenhall insists Airbnb has a “typical user”, but recognizes if faces a challenge
when it comes to keeping them engaged.
“[It] tends to be a millennial, who is very confident travelling and puts
adventure and thrill-seeking as a high priority. But having local, authentic cultural
experiences are the decision-making factor. Because the platform has grown so
rapidly, we have different products and types of accommodation,” he explains.
“The biggest challenge from a storytelling perspective is how we make sure we
show up as relevant to families without losing that ‘millennial cool’ we have built
over the past eight years.”
Providing a full travel service
The campaign is predominantly aimed at building awareness, as Mildenhall
admits it “still lags behind all of its competitors in its major markets”. It also seeks to
turn awareness into genuine consideration.
To do this, Airbnb is rapidly expanding its service away from offering only
accommodation to provide a full travel service and lure holidaymakers away from
“mass produced tourism”.
Mildenhall says the brand has been “very successful in building a network

7. business by allowing people to rent out spare space. So far, more than 80 million
stays have been booked on the platform and there are two million homes available.
Alongside the global campaign, Airbnb is also relaunching its app to put
personalization at its heart. The update includes a matching system designed to
understand travellers’ preferences and then match them with the homes,
neighborhoods and experiences that meet those needs. The aim, syas Mildengall, is
to offer a “complete experiential service proposition”.
“We see out future as offering travelers a whole lot more than just a home.
Some of the best experiences when staying with Airbnb will not be based on the
homes but instead the experiences offered through host recommendations,” he
explains.
An added bonus of the new personalization technology, Milderhall adds, is that
it will boost word-of-mouth buzz and drive repeat bookings.
“If you get more [technically] sophisticated and let people find homes more
easily, you get a boost in word-of-mouth, as consumers will talk about how clever the
platform is, “he comments. “It also drives repeat business, as people have been able
to find what they want. As soon as they get home, people are much more likely to
book their second trip within 12 months.”
Moving into content
The app will also include a new ‘Guidebooks’ feature that will unlock insights,
giving travelers access to insider tips from Airbnb’s global community of hosts. Over
time, it aims to have three million hosts contribute to the guidebooks, as it launches
in 600 different neighborhoods.
“The guidebooks give us an amazing content platform in the long term. Unlike
competitors, it is built by hosts who live in the neighborhoods and not by tourists,”
he says.
As the brand looks to move towards developing a more end-to-end experience,
Mildenhall concludes: “We are developing our relationship with local businesses and
hosts that offer more than just accommodation. This campaign is a big step in that
direction.”