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Sharing of the Economy by Hotels and Airbnbs

Student’s Name:

Institution:

Date:
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Introduction

This case study illustrates how hotels will deal with the social economy. It begins with

the worries of Chelsea, the upcoming hotel manager, who is concerned about her occupation, and

the room rate Airbnb is taking market share from her. Therefore, she is seeking to get more

information to pursue. Firstly, it looks at sharing the economy and what people like about it; and

then it seeks to find out what other hotels across the globe are placing to cope with this new

phenomenon. The other part of the conflict goes back to Chelsea and its choices for the future.

However, concerning cannibalization, Chelsea stated that users might be more prone to favor

Airbnb in certain countries where demand is more seasonal, the cost of accommodation and

standard is generally lower and the number of leisure travelers is higher.

Role 1: Choreographer

Simple components choreographers typically deal with. This suggests the potential of

utilizing dance-based approaches from leadership to creativity management, especially in the

sense of cultivating new skills in the day-to-day roles of workers in the organization. Today, this

is a significant corporate concern as creativity plays a central position in organizational

performance (Altinay & Taheri, 2019). and may no longer depend on very few people employed

in a particular department. Innovation increasingly relies on the participation of individuals

through fields, roles, and organizational levels (Yao et al., 2019). This means that creativity has

become a central skill that needs to be spread through organizations. As such, Chelsea should use

choreographic strategies to encourage creativity in the enterprise to produce better outcomes.

Role 2: Curator

Numerous people claim that leadership is a form of art and, as such, they are correct to

some point. However, there is an art definition that is especially relevant to managers, and it is
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all about being an artist and allowing you to develop as a team. That said, Chelsea should aspire

to be a curator rather than an artist. Chelsea would continue, in this regard, to model practices

that strengthen and construct cultural unity in appreciation of the business culture and spectrum

of influence within it (Mody, Lu & Hanks, 2020). Consequently, the nature of the workforce will

remember what it emphasizes, what it rewards, what it gives priority attention to, what it refuses.

It will evaluate what it protects and promotes. It is going to try to see whether she is struggling

for what she feels is necessary or tempted to negotiate. As a result, all these interactions will be

used by the community to form views about how to act in a better way. Chelsea's leadership can

also be more conveniently and instinctively integrated into the act of redress in terms of

promoting naivety. The hosts of Airbnb are encouraged to respond within an hour of every

contact. Consequently, even though the hotel where Chelsea operates does not have the staff to

provide this sort of customer service, the immediate emphasis must be on prioritizing immediacy

to react to Airbnb's rivalry. For example, any pause or delay in transactions may deter potential

consumers, integrity, fearlessness, and curiosity than any other business code.

Acts to deal with the Airbnb

I. Boost Visibility with the Correct Hospitality Tools

Exposure becomes even more difficult without a centralized booking platform. Hotel

management software, though, varies from free and free-of-charge solutions to all-out programs

that take power over the whole operation (Mody, Lu & Hanks, 2020). Features provide third-

party access, payment processing networks, guest communication services, and more. The right

to publish the list of a hotel on hundreds of the most important websites is without question the

key one. While its priority should be direct reservations, disclosure remains the mystery.

II. To emphasize immediate response 

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Hosts of Airbnb are encouraged to respond within an hour of every contact.

Consequently, even though the hotel where Chelsea operates does not have the staff to provide

this sort of customer service, the immediate emphasis must be on prioritizing immediacy to react

to Airbnb's rivalry. For example, any pause or delay in transactions may deter potential

consumers.

Conclusion

In conclusion, Airbnb affects demand due to fluctuations in seasonal availability. Nevertheless,

to comply with this, Chelsea should raise accessibility to the right hospitality software and offer

preference to urgency.

References
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Altinay, L., & Taheri, B. (2019). Emerging themes and theories in the sharing economy: a

critical note for hospitality and tourism. International Journal of Contemporary Hospitality

Management.

Mody, M. A., Lu, L., & Hanks, L. (2020). “It’s not worth the effort”! Examining service

recovery in Airbnb and other homesharing platforms. International Journal of Contemporary

Hospitality Management.

Yao, B., Qiu, R. T., Fan, D. X., Liu, A., & Buhalis, D. (2019). Standing out from the crowd–an

exploration of signal attributes of Airbnb listings. International Journal of Contemporary

Hospitality Management.