Airbnb

Business Strategy for Airbnb to Meet Regulatory Requirements
Airbnb should be at the forefront of developing internal policies and strategies that meet
local, state, federal, and international policies, depending on where the business operates. For
example, the company must develop internal health and sanitation standards and policies that
meet the quality and safety requirements stipulated by local, state, or national law guidelines.
Additionally, Airbnb can motivate more people to participate as operators by creating appealing
incentive programs, which provide a competitive advantage to the businesses (Oskam &
Boswijk, 2016). One way Airbnb can give operators incentives is by offering SEO privileges,
such as top search results for accommodations that receive high customer ratings. Also, Airbnb
can offer monetary rewards to best-performing Airbnb operators to incentivize them to continue
providing exemplary services or strive to improve the quality of their services.
Meeting Ethical Treatment of Consumers

Since Airbnb’s inception, its popularity has tremendously skyrocketed, especially as
guests and travelers often look for adventurous and affordable accommodation in the most
prestigious cities. Even though Airbnb provides a more advanced and luxurious form of lodging,
ethical issues are inevitable since the company must meet the unique needs of consumers and
operators, plus the varying labor laws from different countries and territories. It is the
responsibility of Airbnb operators to ensure that their services meet the diverse needs of
customers and the ethical expectations of the hospitality industry. One of the ways through
which Airbnb can help meet consumer needs is by offering round-the-clock customer services to
address pressing issues affecting customers quickly (Newlands & Lutz, 2020). Airbnb should
have a 24/7 customer service line to resolve any disputes. Additionally, Airbnb can act ethically

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by implementing a non-discriminatory policy to foster shared experiences among customers. The
firm can adopt certain foundational ethical principles like diversity and inclusivity. Airbnb
operators must create an environment that promotes the inclusion of diverse customer viewpoints
and preferences. This ensures that customers are treated equally regardless of race, religion,
perspectives, and values.
Additionally, the company can introduce a policy of routinely monitoring the conduct of
its property owners to ensure that sanitation, safety, and other accommodation services are
provided as stipulated in the ads. It is worth noting that customers should have the best
experiences when booking Airbnb facilities, which can only be achieved by improving the
property conditions (Newlands & Lutz, 2020). Properties with negative customer reviews should
be closely monitored to establish customer concerns. The company must make follow-ups to
ensure these facilities upgrade their services to the required standard.

Separate Strategy for the International Component of the Business
Like other international conglomerates, a different strategy is necessary for Airbnb’s
international business segment. One of the benefits of a separate strategy is to help Airbnb
develop aggressive solutions to unique issues the company might face in foreign countries. In the
broadest sense, foreign countries have different business and labor regulations that apply to the
hospitality industry. Customers in different locations also have their unique tastes and
preferences. For example, Italian consumers will prefer, among others, different house
arrangements, decorations, and foods. An international strategy is integral because it will ensure
the firm develops products and marketing strategies that mirror the unique needs of consumers in
that region and the regulatory requirements.
References

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Newlands, G., & Lutz, C. (2020). Fairness, legitimacy, and the regulation of home-sharing
platforms. International Journal of Contemporary Hospitality Management, 32(10),
3177-3197. doi:10.1108/IJCHM-08-2019-0733
Oskam, J., & Boswijk, A. (2016). Airbnb: The future of networked hospitality businesses.
Journal of Tourism Futures, 2(1), 22-42.