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Airbnb’s secret from failure to success design

Abstract: in 2009, Airbnb was on the edge of bankruptcy. Like most startups, Airbnb has been around for some time, but no one has noticed them. The company’s revenues are hovering around $200 a week, and the three founders are living on such a small amount of money and living on it.

 

2009, Airbnb is on the edge of bankruptcy. Like most startups, Airbnb has been around for some time, but no one has noticed them. The company’s revenues are hovering around $200 a week, and the three founders are living on such a small amount of money and living on it. Airbnb’s zero growth is zero, and it’s almost a loss. "Venture capitalists generally love to develop in hockey curves," says Joe, co-founder and chief designer of Airbnb, Gebbia. "Airbnb’s curve has always been horizontal.". People have to rely on overdraft credit cards to maintain Airbnb operations.

can do something before the company has yet to scale.

Airbnb was an investment project for Y Combinator at that time. One afternoon, the team worked with Paul and Graham on their search for information about New York’s rooms, trying to figure out where the problem was and why Airbnb was so slow. After studying the house on Airbnb for a while, Gebbia suddenly realized, "the 40 rooms have one thing in common, and the pictures are rotten to the core.". The photo is too rubbish, users are using a mobile phone to upload photos, or from other website photos he classification. So people certainly don’t book rooms on Airbnb because you can’t see what kind of room you’re going to spend for money,

Graham gives a proposal, this proposal has no technical content: go to New York, rent a camera, take some time to look at the scene of the user on the site of the room rental, and replace those amateur pictures with high resolution pictures of beautiful. The three team immediately took the latest flight to New York and changed all the amateur pictures to beautiful pictures. They also don’t know why, because there is no data analysis that can support the decision, they just go and do it. A week later, the results began to show up: new photos doubled their weekly revenues to $400. This is the first increase in revenue in the past eight months. They know they’re in the right direction,

this is a turning point for the company. Gebbia shared the experience of Airbnb, saying that their team initially believed that everything they did had to be "highly scalable"". But until they start to do something look >

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