Airbnb a fatal move from bankruptcy to 1 billion

From the brink of bankruptcy to the $1 billion Unicorn club,

Airbnb relies on a deadly stunt: becoming a patient. Despite the Silicon Valley dogma of "code is king", employees and designers must become chief customers when thinking about issues from the user’s point of view.

text / gold wrong knife (WeChat ID:ijincuodao. Exclusive daily dry cover for 3 million tech business people)

compiles /Max (editor of case Center for minimally invasive new Institute)

"winter" is a required course for Internet entrepreneurs, and the big brother company of unicorn is no exception.

Airbnb almost broke down in 2009. Like many start-up companies, they have released their own products, but few have noticed. The company’s revenues are only $200 a week, and three young founders living in San Francisco share the big money". The company is likely to face zero growth at any time. As everyone knows, the risk of investors looking for investment projects, will pay special attention to those on the upgrade is the development curve of hockey company co-founder Joe Gebbia said, Airbnb has been development curve is horizontal, the team members have to maximize the overdraft credit card, scrape.

From the brink of bankruptcy to the $1 billion Unicorn club,

Airbnb relies on a deadly stunt: becoming a patient. Despite the Silicon Valley dogma of "code is king", employees and designers must become chief customers when thinking about issues from the user’s point of view.

put aside the Silicon Valley dogma of "code is king"

at that time, Airbnb was an incubator Y Combinator project. One afternoon, the founder and team members, try to find out the crux of the company growth, after spending time using the Airbnb web site, Gebbia is aware of a problem I noticed that the forty housing projects, a common picture is bad". It is not surprising that people take pictures with their own cell phones or download pictures directly from the Internet. It is not surprising that people can’t see the real features of their own spending room.

Graham comes up with a completely non scalable and non-technical solution: go to New York, rent a camera, and replace those amateur photos with beautiful, high resolution photos. There is no data or theoretical support for their action, but they let it go. One week after changing photos, weekly earnings increased from $200 to $400. This is the first increase in corporate income over the past 8 months. So they knew what to do next.

for Airbnb, this is a turning point, "Gebbia said." at first, everyone in the team believed that everything they did should be scaled up. They didn’t climb out of what they called "sorrow" until they realized the changes brought about by non large-scale business