Airbnb reported on 5 November that third-quarter revenue rose 19% to $4.9 billion and that nights and seats booked rose 16% year on year. It also described changes to trip planning, neighbourhood information and tools for hosts. The company said growth accelerated in its five core markets, including the US, UK and Canada. Airbnb’s third-quarter results
A guest might choose a hotel for a short business trip and a home for a family weekend. Airbnb gains something if it can keep both bookings within the same relationship. If a guest merely switches from a home to a hotel inside Airbnb, the platform may still improve the customer experience, but it has a weaker case that the new offering generated an extra trip.
Measure the second booking
The customer experience lens in WCRC’s Powerful Brands methodology suggests a practical test. Compare similar guests in markets with different levels of hotel and experience availability. Track whether they come back, whether they book a second category and how often problems such as cancellations or misleading listings require help. Use the same observation window and account for differences in seasonality and promotions. WCRC Powerful Brands methodology
Airbnb’s aggregate booking measure cannot separate incremental travel from substitution between products. The company reports some evidence of guests moving from hotel bookings back to homes, but that observation alone cannot establish what the same people would have booked without the hotel option. That is the distinction to watch as Airbnb expands its offering: whether more travellers keep coming back for different trips, and whether service remains consistent when they do. Airbnb’s discussion and cohort notes · WCRC’s Airbnb brand profile