Airbnb is a compelling “doing first” example: start with an air-mattress idea, try it, and work out what customers want. That is peak “Let’s try this and see what happens” energy (McGrath, 2013).
As Airbnb grew, that instinct had to work alongside “thinking first”: data-led decisions about listings, pricing and expansion (Guttentag, 2019). The shift towards local and longer stays during COVID-19 illustrates how plans also need room to change when the market changes (Dolnicar & Zare, 2021).
What interests me is the combination. Did Airbnb stumble into a strong model, or discover through doing how to build a better plan? The useful lesson is the movement between experimentation and deliberate strategy.
References.
- Dolnicar, S., & Zare, S. (2021). COVID-19 and Airbnb – Disrupting the Disruptor. Annals of Tourism Research.
- Guttentag, D. (2019). Progress and Prospects for Airbnb: A Research Review. Tourism Management.
- McGrath, R. G. (2013). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. Harvard Business Review Press.
- McKinsey & Co. (2023). Agile Marketing: How Brands Stay Relevant in a Fast-Changing World.