Top 88 Airbnb Quotes & Sayings - Page 2

I have the privilege of working with our in-house design studio, called Samara, and our humanitarian team, called Human. Samara is thinking about the future of Airbnb, and Human is working on ways to leverage our platform outside the cause of day-to-day business.

I'm not saying the whole world will work this way, but with Airbnb, people are sleeping in other people's homes and other people's beds. So there's a level of trust necessary to participate that's different from an eBay or Facebook.

Technology has really created new markets. For instance, Airbnb has created a high demand for executive short-term and vacation properties. Even 10 years ago, it was hard to find tenants without newspaper ads.

Investors are always biased to invest in things they themselves understand. So venture capitalists like Uber because they like driving in black town cars. They don't like Airbnb because they like staying in five-star hotels, not sleeping on people's couches.

Being an online platform, we ran into challenges with Cuba's lack of Internet accessibility. We were able to work around that by creating a program unique to Cuba where many local hosts are working with hosting partners who have Internet access and can help them manage their Airbnb requests and bookings.

Most of the big breakthrough technologies/companies seem crazy at first: PCs, the internet, Bitcoin, Airbnb, Uber, 140 characters.. It has to be a radical product. It has to be something where, when people look at it, at first they say, ‘I don’t get it, I don’t understand it. I think it’s too weird, I think it’s too unusual.’

Breakthrough ideas look crazy, nuts. It’s hard to think this way — I see it in other people’s body language, and I can feel it in my own, where I sometimes feel like I don’t even care if it’s going to work, I can’t take more change. O.K., Google, O.K., Twitter—but Airbnb? People staying in each other’s houses without there being a lot of axe murders?

The one thing that Airbnb had was, Brian and Joe were designers, and they did a great job. They also had Nate Blecharczyk, who was the CTO, who I describe his history as a high schooler and at Harvard as really a creator of tools for spammers.

As chief business affairs and legal officer, I am responsible for driving Airbnb's engagement strategy and civic partnership efforts as well as overseeing the company's global public policy, community mobilization, legal, communications, compliance, social initiatives, and philanthropy efforts.

Certainly some hosts on Airbnb are opening up their spare bedrooms to meet new people; and some drivers use Uber to carpool with strangers for the companionship. But the most productive members of each community are professional operators, making available their homes or cars as a way to earn or supplement a living.

Airbnb is a trusted online marketplace for people to list, discover, and book unique accommodations around the world. From a private room to a private island, we offer an entertaining and personal way for travelers to unlock local experiences and see their surroundings through the eyes of a local.

I really admire Airbnb as a pioneer of the sharing economy and for building community. They've found an elegant way to help hosts make more money and for guests to have authentic experiences. It brings those people together in a unique way.

There's a perception out there that Airbnb doesn't want there to be rules. We think rules would be fantastic. We think rules would help our community, but not necessarily the rules that have simply existed for decades.

Starting a company in San Francisco when we did usually meant it was destined to be a data-driven tech company. But that didn't seem to fully encompass what we wanted with Airbnb. When we tried looking through a tech lens, it didn't work. The humanity was missing.

We don't create things anymore, instead we just have virtual things. Uber, Alibaba and Airbnb, for example, do they have products? No. We went from this product-based model, to virtual product, to virtually no product what so ever. This is the centralization process going on.

Talking to hosts and asking them, 'What does Airbnb mean to you?'... I get amazingly heartfelt stories about the people that they met, about the money that they earned, about the mindset of empowerment they got through this and how they then applied that to their own business.

Managing directors at top-tier investment banks may pocket a million a year and be worth tens of millions after a long career. Early employees at tech firms like Uber, Airbnb, and Snapchat can make many times that amount of money in a matter of years.

We started Airbnb because, like many across the U.S. and in New York, we were struggling to pay our rent and decided to open up our living room to fellow artists coming to town for a design conference. Sharing our apartment allowed us to stay in our home and start our company.

I want to go to Italy and France; those are my two places. And I really want to go to Greece. I've seen so many pictures on Airbnb that make me think I should be living there. I could eat great salads and be on a boat.

We see these wonderful apps that really have changed our world in many good ways such as Uber or Airbnb, but at the same time, they're drastically changing the workforce. And they're changing them so much that the industries themselves are not able to keep up.

Asana and complementary services are bringing the evolved team brain to the entire world. In great companies like Twitter, Uber, Airbnb, Foursquare, and LinkedIn, people already add information to and extract insight from these systems much the same way our hands and brain exchange signals.

People don't use Airbnb overtly to trust people more. They use it because they want to get a better sense of the culture and to save money. A by-product was that they live in someone else's shoes.

Of course Airbnb made mistakes the first year! Some came from our own preconceptions. When we started, we designed our interface for ourselves, Internet-savvy twentysomethings. We never considered the role of good eyesight in our interface - font size, vernacular; it all matters.

When you think about it, Airbnb is a great solution if your family is traveling with you on business and you need more space, if you're going for an extended stay, like a week plus. It's a great solution if you want close proximity to the work site and maybe there isn't a hotel across the street or whatnot.

When you think about Uber and Airbnb and the other companies that are turning things upside down, Uber isn't big 'cause they ran a lot of ads. They're big because someone took out their iPhone and said to their friend, watch this, and pressed a button and a car pulled up.

Some hotels are trying to dig their feet in and trying to say that Airbnb shouldn't exist - that 'illegal hotels' shouldn't exist. And, of course, illegal hotels shouldn't exist. But when they say illegal hotels, sometimes they mean anything that's not a hotel.

When I look at founders and CEOs like Mark Zuckerberg at Facebook and Brian Chesky at Airbnb and Sebastian Thrun at Udacity, these are companies that are creating extraordinary social good and extraordinary economic and educational empowerment, all within with context of a for-profit model.

I believe that everyone has expertise to sell and that people want to purchase that knowledge in a convenient way. Just as Airbnb made people realize that an extra room in their home or apartment can be a source of income, the new Learning Annex provides a platform for people to monetize their knowledge. It’s an exciting time for online adult education and our new platform is the way to unify an otherwise fragmented market.