Airbnb and the Hotel Industry: The Past, Present, and Future of Sales, Marketing, Branding, and Revenue Management

By Makarand Mody and Monica Gomez

For a long time, the hotel industry did not consider Airbnb a threat. Both the industry and Airbnb claimed they were serving different markets and had different underlying business models. Over the years, as Airbnb become more successful and grown to being larger than the companies in the hotel industry, the rhetoric has changed. The hotel industry began to realize they had something to worry about.

A stage of denial was followed by the American Hotel & Lodging Association (AH&LA) attacking Airbnb by sponsoring research to demonstrate its negative impacts on the economy and lobbying governments to impose taxes and regulations on homesharing. The association is arguing for a level playing field between homesharing and hotels (and rightly so). The next stage of this battle involves competition and integration. Not only are hotels looking to add homesharing-like attributes and experiences to their properties, to more effectively compete with Airbnb, but are also looking to tap into the platform-based business model that underlies Airbnb’s success.

 

The Past: How does Airbnb impact the hotel industry?

Airbnb’s disruption of the hotel industry is significant, both existentially and economically. A recent study by Dogru, Mody, and Suess (2018) found that a 1% growth in Airbnb supply across 10 key hotel markets in the U.S. between 2008 and 2017 caused hotel RevPAR to decease 0.02% across all segments. While these numbers may not appear substantial at first, given that Airbnb supply grew by over 100% year-on-year over this ten year period means that the “real” decrease in RevPAR was 2%, across hotel segments. Surprisingly, it was not just the economy but also the luxury hotel segment that was hard hit by Airbnb supply increases, experiencing a 4% real decline in RevPAR. The impact of Airbnb on ADR and occupancy was less severe. In Boston, RevPAR has decreased 2.5%, on average, over the last ten years due to Airbnb supply increases. In 2016 alone, this 2.5% decrease in RevPAR amounted to $5.8 million in revenue lost by hotels to Airbnb. Brands that felt the impact the most were those in the midscale and luxury segments, with a decrease in RevPAR of 4.3% and 2.3% respectively. These supply increases are also fueling Airbnb taking an increasing share of the accommodation market pie. For example, in New York City, Airbnb comprised 9.7% of accommodation demand, equaling approximately 8,000 rooms per night in Q1 2016 (Lane & Woodworth, 2016). As a whole, Airbnb’s accommodated demand made up nearly 3% of all traditional hotel demand in Q12016.

Buoyed by a growth rate of over 100% year on year, Airbnb now has over 4 million listings, with the U.S. being its largest market. The company also has significant room to grow in other countries, particularly emerging markets in Africa and India. The company has run into some competition in China, with local rivals Tujia and Xiaozhu. Also, within the U.S., the good news is that Airbnb will not grow at 100% indefinitely and will eventually plateau as it reaches a saturation point (Ting, 2017a). In view of this, the company has turned to alternative strategies to continue to increase supply. It is now targeting property developers to turn entire buildings into potential Airbnb units, through its newest hotel-like brand, Niido. Currently, there are two Airbnb branded Niido buildings in Nashville, TN and Orlando, FL with over 300 units each and Airbnb plans to have as many as 14 home-sharing properties by 2020 (Zaleski, 2018). Niido works by encouraging tenants to list their units on Airbnb, with Airbnb and Niido taking 25% of the revenue generated.  Airbnb has also clearly evolved from its original premise of “targeting a different market” to attracting segments traditionally targeted by hotels, such as the leisure family market, business travelers, and the upscale traveler, as evidenced through its latest offering, Airbnb Plus. These homes have been verified for quality, comfort, design, maintenance, and the amenities they offer. They also have easy check in, premium internet access, and fully equipped kitchens. Their hosts are typically rated 4.8+, and go above and beyond for their guests. Through Airbnb Experiences, travelers can partake in everything from the great outdoors—hiking and surfing—to “hidden” concerts and food and wine tours.  In addition to these products, Airbnb has also “created” its own segments of travelers: novelty and experience seekers who are looking for unique and unconventional accommodation like yurts, treehouses, and boats, all things that a traditional hotel company cannot provide.

 

The Present: Understanding what consumers want lies at the heart of the battle between hotels and Airbnb

There are larger societal trends that are impacting what consumers seek travel, and we think this has implications for the Airbnb and hotel dynamic. These trends include:

  • A shift to a “new luxury”—seeking out unique, authentic experiences that serve as a launchpad for self-actualization—fueled by an increased wealth gap in the United States.
  • An increased mobility, particularly among previously under-represented groups in the United States (the black travel movement, for example) and the global traveler (more Indian and Chinese international travelers than ever before).
  • The changing nature of brand loyalty: from long-term relationships to consumers’ needs for instant gratification and personalization.
  • Changing nature of “ownership”: In a post-consumerist society, the emphasis on “access-based consumption” has put a spotlight on wellness and well-being, beyond materialism.
  • A co-everything world where work, play, and life blend into one seamless mosaic: Technology has changed the way we live our lives, and how we are connected to work, to each other and to the things that drive us. An upcoming 5G world and the IOT is only likely to accelerate the pace of change. Take LiveZoku (https://livezoku.com/), for example: is it a residence? A hotel? A WeWork? A space for the local community? A thriving food and beverage destination? It’s all of these things.

What do these trends mean? They require marketers and experience designers to re-think what the travel experience means to the customer. The notion of the experience economy was created by Pine and Gilmore in 1998, and included four dimensions: escapism, education, entertainment, and esthetic. Leveraging one, or ideally, more of these dimensions creates memorable experiences for customers, which in turn results in brand loyalty. This dynamic has been fairly well-established in the academic literature. However, Airbnb has changed the game for the experience economy by emphasizing the sharing lifestyle and a sense of community, cleverly incorporating the above highlighted trends into its communications with customers. Because of Airbnb popularity and success, six new dimensions have been incorporated into the experience economy, in the context of the travel experience: personalization, communitas, localness, hospitableness, serendipity, and ethical consumerism, as was presented by Mody in 2016.

Interestingly, in a recent study by Mody and colleagues (Mody, Suess, & Lehto, 2017), the researchers found that Airbnb outperformed hotels on all the dimensions of this new, expanded, accommodation experiencescape. Airbnb outperforms hotels in the personalization dimension because of its wide array of homes and locations, enabling genuine micro-segmentation and the “perfect match” between guest and host (Dolnicar, 2018). Moreover, no one home is similar to another, giving customers a unique experience every time, enhancing the serendipity associated with an Airbnb stay. Airbnb elevates the sense of community that consumers seek, particularly when sharing space with other travelers and/or with the host, and allows consumers unparalleled access to “the local”—that café or cute little store that only locals know about. However, there are areas where hotels hold their own. For example, the pathways between these dimensions and memorability were just as strong for hotels as for Airbnb, emphasizing the need for hotels to engage customers by leveraging the “right” dimensions for the brand—dimensions that align with the brand’s mission, story, and personality.

One such dimension where hotels perform just as well as Airbnb is hospitableness, as confirmed in a study by Mody, Suess, and Lehto (2018). More “investor units” on the Airbnb platform means that the host is often not present when guests arrive to the home; moreover, all communication is done electronically and with someone who “manages” the Airbnb unit and doesn’t necessarily own or live in it. In turn, hotels that leverage the human factor—the welcome of a friendly check-in agent, the helpfulness of the concierge,  the warm greeting and genuine interaction between guest and food and beverage staff—create more positive emotions, which subsequently lead to higher brand loyalty. It is imperative that hotel brands really think about the high-tech, high touch experience they are looking to provide, particularly in the golden age of brand proliferation that we live in.

 

From a non-experience standpoint, regulation is another bone of contention that merits close inspection. After years of denying that Airbnb was a competitor, in 2016, the American Hotel & Lodging Association first began an extensive lobbying effort for the imposition of taxes and regulations on Airbnb that level the playing field. Over the last couple of years, the voices of the hotel lobby and other community groups have translated into governments taking some action, in the U.S. and abroad. However, in a study of regulation across 12 European and American cities, Nieuwland and van Melik (2018) found that governments have been fairly lenient towards short-term rentals with little to no (meaningful) regulations thus far. Moreover, regulations have been designed to alleviate the negative externalities of Airbnb on neighborhoods and communities rather than to level the playing field between Airbnb and hotels. Another challenge with regulating the peer to peer economy has been enforcement. In New York City, under the Multiple Dwelling law, it is illegal for a unit to be rented out for less than 30 days unless the owner is present in the unit at the time the guest is renting. However, it is still possible to find “entire homes” on Airbnb in New York City, even though, in principle, these typically include homes where the host is not present during the guest’s stay. Moreover, Nieuwland and van Melik (2018) and Hajibaba and Dolnicar (2017) have found that regulations tend to be very similar across cities, without accounting for the specificities of a particular location, which makes the process perfunctory and superficial. There also remains the danger of over-regulating Airbnb, given that there is still very little knowledge about effective ways of regulating these innovations in the sharing economy, thus stifling their potential. Avoid over-regulation is critical, since Airbnb has significant welfare effects in the economy. In addition to stimulating travel to previously inaccessible markets, Airbnb also creates customer surplus (Farronato & Fradkin, 2018), an important economic value measure. Moreover, other research has suggested that the average resident is not as negative towards the Airbnb as media rhetoric might suggest (Mody, Suess, & Dogru, 2018). The need for a data-driven approach to Airbnb regulation remains paramount.

 

The Future: Competing with the sharing economy requires re-thinking the brand and the experience

While regulation is outside the control of the hotel industry, the brand and the customer experience are not. We contend that these are the areas where hotel companies’ efforts need to be focused. Hotels need to re-think the brand promise, both for the parent brand as well as individual brands in the portfolio, and how it defines and shapes the guest experience. Recent research by Mody and Hanks (2018) indicates that while Airbnb leverages the authenticity of the travel experience—by enabling local experiences that provide a sense of self and sense of place, hotel brands that are perceived as being authentic—original, genuine, and sincere—can generate higher brand loyalty. Thus, while it’s hard to compete with homesharing in terms of experiential authenticity, brand authenticity is a pillar on which hotels can build a strong foundation for loyal brand relationships. This is particularly important because while Airbnb promotes experiential authenticity as a key reason to use the brand, most travelers tend to stay with the brand for much more functional requirements, such as space and price (Chen & Xie, 2017; Dogru & Pekin, 2017)

There is no one definition for or manifestation of an “authentic” brand. It’s a perception, a feeling that consumers have about what you stand for. An authentic brand has at its core the brand promise, an authentic value proposition that gives consumers a raison d’etre for associating with the brand. However, what an authentic brand does require is effective storytelling. A brand is perceived to be authentic, if it has an authentic story that feeds it. Brand stories can come from many sources: a brand’s values, personality, heritage, uniqueness, or its quest and purpose. What is important is telling compelling and coherent stories across the brand’s various touchpoints to engage consumers at a visceral, emotional level. Taking off industry blinders, and looking for inspiration outside the hotel industry, is critical. Tom’s Shoes is an excellent example of leveraging its quest—One for One—in creating a compelling brand story. As another example, in an industry typically focused on the in-store, “physical” experience, Burberry has set the gold standard for authentic, digitally-led and emotive storytelling, by looking within and leveraging over 150 years of history (Watch the YouTube Video here). In this vein, we think that Fairfield Inn and Suites’ return to “where it all began”—the Marriott family’s Fairfield Farm in the Blue Ridge Mountains of Virginia— to craft the brand experience of the future, from a design and communications standpoint, is an excellent example of leveraging authenticity and crafting a compelling brand promise (Ting, 2017b).

Another idea that lies at the heat of the brand promise is what we call the experiential value proposition, or EVP. For the longest time, hotel marketers have relied on the guest room as the primary source of value for the guest. But think about the last time you traveled. Was it the prospect of the hotel room that got you excited about your trip? Or was it everything that the hotel enables you to do – the experience outside the guestroom? From experiencing art and music in the lobby to its proximity to the must-do craft beer garden, hotel marketers must realize that it’s the complete package—what’s inside and outside the room—that customers use as cues for making  their decision to choose an accommodation. We call this proposition offered by the hotel—what’s inside and outside the guest room, enclosed within an experience of hospitableness and a connection to humanity—its EVP. We present the EVP in Figure 1.  The EVP mirrors the value paradigm of the modern traveler, something that must be reflected in the hotel brand’s sales, marketing and pricing and revenue management efforts. Thinking about a brand through the lens of the EVP paradigm has the power to re-orient the customer’s mindset from one of price-shopping to experience-shopping.

 Figure 1. The Experiential Value Proposition Framework

How does a hotel marketer apply the EVP paradigm? Its application can open up many avenues. Hotels can start by rethinking the design of their primary digital channels, led by the website by adding more rich, vivid content that goes beyond the guestroom, in order to better integrate aspects of the wider hotel and local experience. The Standard Hotels serves as an excellent example (http://www.standardhotels.com/) Its website feels more like a local lifestyle and culture magazine than a digital media property “selling” a hotel room. The website’s rich images and stories draw the visitor into wanting to learn more about what the brand has to offer. While not every hotel can or would want to go the Standard way, since the brand has its own distinct voice and personality, there is a case to be made for going beyond static images of beds in guestrooms, which tend to blend into one indistinguishable whole after a point, particularly on OTA websites. When was the last time the image of a hotel bed excited you to want to stay there? Yet, when you look at the imagery put out by most hotels, this is what marketers still focus on.

Placing an emphasis on humanity and providing a sense of hospitableness can also enhance a brand’s EVP. Instead of technology replacing the human connection, the industry needs to look for ways in which technology can actually free up employees so that they can spend their time crafting more personal and unique experiences, delighting guests instead of performing routine transactions. Moreover, if the human connection is what people seek out when traveling with Airbnb, why is it that hotel confirmation emails still get sent out by automated systems that highlight the “facelessness” of the hotel entity. Why not use that as an opportunity to truly welcome the guest; a simple touch such as a welcome letter from the GM with his/her photo, or that of an employee who is “assigned” as “your personal host” during your stay can go a long way in emulating the human connection that the sharing economy enables.

The design of the hotel’s public spaces can be used to enhance the guest’s experience of “communitas”. Ian Schrager would agree (Schaal, 2017). After all, with much of Airbnb’s supply being dominated by investor units that provide little or no host contact, what better an opportunity for hotel brands to show that they are the original connectors of human beings? Sheraton has been wise in incorporating some of these communal elements into its brand makeover by introducing productivity tables and studio spaces and a day-time coffee bar that transforms into a bar at night. In terms of another design element, Airbnb’s attractiveness to family and group travelers can be offset by offering connecting and/or multiple rooms for one price, with other experience value-adds thrown in (as with the Marriott family room connecting rooms package.

Finally, the role of the loyalty program cannot be emphasized enough. Loyalty programs must move beyond programmatic levels to being able to leverage data from guest history, social media, and other marketing data sources, powered by predictive analytics, to personalize and individualize the guest experience of the brand. In an age of instant gratification, the loyalty program has to be gamified to unlock value-adds and offer creative bundling.

At the level of the hotel company, beyond the individual brand, the hotel industry has started participating in the home sharing business and is increasingly looking to integrate these platform business models. For example, while Accor purchased Onefinestay, Marriott has teamed up with Hostmaker to create Tribute Portfolio Homes, a partnership that was recently expanded to four European cities (Fox, 2018). From an organic brand development standpoint, Accor’s newest Jo & Joe brand mimics the sharing economy within the confines of a traditional hotel space. Other, more innovative and bold ways of integrating the sharing economy ethos into a hotel could include offering an “Airbnb floor”, an antithesis to the club floor, one that would not offer housekeeping and other hotel services and thus be offered at a lower price. With hotel brands becoming “branded marketplaces” for accommodation and not just hotel rooms, perhaps there is merit in listing hotel rooms on alternative accommodation platforms. HomeAway is already adding hotels to its platform through the Expedia Affiliate Network, while Airbnb is making a push for bed-and-breakfasts and boutique hotels. Homesharing providers hope that by adding these options to their listings, they will fulfill their goal of being “for everyone”, while allowing independent and boutique hotels to reap the benefits of branded distribution at a lower cost than traditional OTA brands.

In sum, hotels must adopt a sales, marketing, and revenue management approach that is both strategic and tactical.

At a strategic level, hotel brands need to re-think their story, and how they portray and fulfill their authenticity and brand promises. At a tactical level, it’s the experience and value beyond the guestroom that must be factored into what is presented to current and potential guests, what they are charged for it, and how it is leverage to create “memorable memories” that lead to higher net promotor scores and brand loyalty. We present a graphical summary of the past, present, and future of Airbnb vs. hotels in Figure 2.

Figure 2. Summarizing the past, present and future of Airbnb vs. hotels


PDF Version Available Here


References
Chen, Y., & Xie, K. (2017). Consumer valuation of Airbnb listings: a hedonic pricing approach. International Journal of Contemporary Hospitality Management, 29(9), 2405–2424. http://doi.org/10.1108/IJCHM-10-2016-0606
Dogru, T., Mody, M., & Suess, C. (2018). Adding evidence to the debate: Quantifying Airbnb’s disruptive impact on ten key hotel markets.
Dogru, T., & Pekin, O. (2017). What do guests value most in Airbnb accommodations? An application of the hedonic pricing approach. Boston Hospitality Review.
Dolnicar, S. (2018). Unique Features of Peer-to-Peer Accommodation Networks. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 1–14). Oxford: Goodfellow Publishers Ltd.
Farronato, C., & Fradkin, A. (2018). The Welfare Effects of Peer Entry in the Accommodation Market: The Case of Airbnb.
Fox, J. (2018). Marriott expands homesharing program in Europe. Hotel Management. Retrieved from https://www.hotelmanagement.net/own/marriott-expands-homesharing-program-to-3-european-cities
Hajibaba, H., & Dolnicar, S. (2017). Regulatory Reactions Around the World. In S. Dolnicar (Ed.), Peer-to-Peer Accommodation Networks: Pushing the boundaries (pp. 120–136). Oxford: Goodfellow Publishers Ltd.
Lane, J., & Woodworth, M. (2016). The Sharing Economy Checks In: An Analysis of Airbnb in the United States. Retrieved from http://www.cbrehotels.com/EN/Research/Pages/An-Analysis-of-Airbnb-in-the-United-States.aspx
Mody, M. A., Suess, C., & Lehto, X. (2017). The accommodation experiencescape: a comparative assessment of hotels and Airbnb. International Journal of Contemporary Hospitality Management, 29(9), 2377–2404. http://doi.org/10.1108/IJCHM-09-2016-0501
Mody, M., & Hanks, L. (2018). Parallel pathways to brand loyalty: Mapping the consequences of authentic consumption experiences for hotels and Airbnb.
Mody, M., Suess, C., & Dogru, T. (2018). Not in my backyard? Is the anti-Airbnb discourse truly warranted? Annals of Tourism Research. http://doi.org/10.1016/j.annals.2018.05.004
Mody, M., Suess, C., & Lehto, X. (2018). Going back to its roots : Can hospitableness provide hotels competitive advantage over the sharing economy ? International Journal of Hospitality Management. http://doi.org/10.1016/j.ijhm.2018.05.017
Nieuwland, S., & van Melik, R. (2018). Regulating Airbnb: how cities deal with perceived negative externalities of short-term rentals. Current Issues in Tourism, 0(0), 1–15. http://doi.org/10.1080/13683500.2018.1504899
Schaal, D. (2017). Ian Schrager Calls Out Hotel Industry’s Airbnb Strategy as Misguided. Skift. Retrieved from https://skift.com/2017/12/08/ian-schrager-calls-out-hotel-industrys-airbnb-strategy-as-misguided/
Ting, D. (2017a). Airbnb Growth Story Has a Plot Twist — A Saturation Point. Skift. Retrieved from https://skift.com/2017/11/15/airbnb-growth-story-has-a-plot-twist-a-saturation-point/
Ting, D. (2017b). Marriott and Choice Take Varied Approaches to Reviving Classic Midscale Brands. Skift.
Zaleski, O. (2018). Airbnb and Niido to Open as Many as 14 Home-Sharing Apartment Complexes by 2020. Retrieved from https://www.bloomberg.com/news/articles/2018-08-14/airbnb-and-niido-to-open-as-many-as-14-home-sharing-apartment-complexes-by-2020

Makarand Mody, Ph.D. has a varied industry background. He has worked with Hyatt Hotels Corporation in Mumbai as a Trainer and as a Quality Analyst with India’s erstwhile premier airline, Kingfisher Airlines. His most recent experience has been in the market research industry, where he worked as a qualitative research specialist with India’s leading provider of market research and insights, IMRB International. Makarand’s research is based on different aspects of marketing and consumer behavior within the hospitality and tourism industries. He is published in leading journals in the field, including the International Journal of Contemporary Hospitality Management, Tourism Management Perspectives, Tourism Analysis and the International Journal of Tourism Anthropology. His work involves the extensive use of inter and cross-disciplinary perspectives to understand hospitality and tourism phenomena. Makarand also serves as reviewer for several leading journals in the field. In fall 2015, he joined the faculty at the Boston University School of Hospitality Administration (SHA). He received his Ph.D. in Hospitality Management from Purdue University, and also holds a Master’s degree from the University of Strathclyde in Scotland.

 

Monica Gomez is a graduate student in the School of Hospitality Administration at Boston University. She received her Bachelor’s degree in Tourism, Recreation, and Sport Management from the University of Florida and has held previous internship positions in hotel operations and event management. She is a member of the Hospitality Sales and Marketing International Association and is interested in hotel revenue management.

132 comments

  1. The company has to make changes and upgrade all times. This is the only survival skills to remain competition in the market.

  2. Never underestimate your competitors instead study their models and make changes/upgrade to compete to survive

    1. its own niche market for tourists: adventurers and curiosity seekers seeking for unusual lodging phrazle options like yurts, treehouses, and boats—things that a standard hotel chain cannot offer.

  3. Market trends can have major impact on any business. In this case, Airbnb indeed became the “threat of substitute” to the Hotel Industry.

  4. Change is the only constant, so all companies need to adapt to stay ahead. However, change is more rapid than before, so both companies and consumers need more help to catch up with the rest.

  5. competion keeps everyone on their toes and the end user benefits, airbft bnb offers up a diffrent alternative and perspective to people allowing them to experience cultures whist enjoying themselves

  6. I think TaoBao is the most useful Apps which has changed my life.
    Last time we needed to go shops or supermarket personally to get the physical goods; even for essential items. We had to spend time and money to travel to the place and choose everything physically. Its definitely not productive especially in our fast pace living environment nowadays.
    With the innovation of online shopping -TaoBao, people can do online shopping without stepping out of their home, and goods will be delivered to their doorsteps.
    And for me who stay in Sin and hardly got time to go shopping in China during night stop of the flight, Taobao helps me to save lot of time and I just need to collect the items from hotel.
    Not only that, its impossible for me to buy things for my parents who stay in China. But with TaoBao Apps, I can easily buy and send the things to them even though Im in Sin.
    I feel this is a great innovation which changed my life a lot, and our life becomes more digital and efficient.

  7. platforms like grab, online shopping and food delivery changed my life by making it easier to get access to things and convenience of having it delivered to you. It has already become an essential and way of life because I have become increasingly dependent as time pass by and especially during this pandemic.

  8. There will always be redeeming factors or a niche attribute for another business or something to be able to share the pie.
    Be curious and always absorb the plus points to remain competitive and relevant.

  9. Innovative technology has modernised companies in keeping them up to date. It’s a platform to remain relevant.

  10. We have to remain relevant by keeping up with the times. Every employee need to be assisted so that they can upgrade their skills. Support for employees so that the employee supports the employer. The new norm does not mean that what we use to do becomes obsolete. It just mean that we need to tweak the usual routine, an upgrade of our usual routine to the new software upgrade so to speak to incorporate the new norm. This is not something new it is just a cycle we go through every now and then. The way we come out of this downturn reflects our resilience and adaptability.

  11. The advent of technology in both hardware and software has made businesses far more accessible. For both the provider and consumer, such change is not only necessary but it has become natural.

    However in terms of percentages the products & service industry would be the one to gain the most from innovation.

    The biggest concern moving into a digital world would be at least in my humble opinion is personal/ identity security which falls under legality and governance.

  12. In my opinion, in today`s world, everything is very challenging and demanding and in order to survive and excel, we have to constantly adapt and change to the situation. We have to be resilient in order to promote change and always think of better ways to do things and compete. Its a dog eat dog world.

  13. In these new era every thing is fast moving and keeps on improving. We need to be ahead or go along with the flow.

  14. Indeed over years, technology has revolutionised our world and daily lives. Putting useful information at our fingertips. Hence our lives are made faster, easier.

    More and more Mobile apps and online services are made available for consumers like us.

  15. In today context of conducting a highly competetive business. R&R innovations with better technology & database is essential.

    1. Technology was/is growing, but not as fast as NOW. The current health pandemic have made people accept the fact that online is the best (safetest) was to get whatever your needs. It has made people learn about using technology.
      But technology cannot replace emotional aspects of human, warmth, love, the consoling act of just a touch of the shoulder / hand, to ease away all the pain, sorrow, worries of a person. Video calls may eliminate the some, but it’s not the same as talking to a person face to face.

  16. To keep up with the rapid growth of technology we have to adapt n innovate and at the same time improving ourselves along the way

  17. Understanding and creating customers needs is vital. By knowing and bridging the gap, we can create a want.
    Create a win win win.

  18. It’s a new world of digitalization and technology. Everyone just has to move forward and equipped with digital skills. From shopping, marketing, dining, paying of bills etc, These platforms make our lives so much easier, save time, man power and resources

  19. In this gig economy which relies almost entirely on apps, social media like LinkedIn means that our online lives become just as important as our in-person work.

  20. The story of Airbnb and the Hotel Industry illustrates the importance of innovating oneself for adaptability for continuity and sustainability.

  21. Changes happens everyday , but now its a leap change where everywhere are going more advance and faster. if we miss it will be left behind

  22. during this pandemic, we need to adapt different changing and things has change us so far. we learn to appreciate things around us.
    I have been working this pandemic ever since covid started, it changes me alot.

  23. This is very informative, if you want digital marketing services to get more popular for your business visit us athttps://www.firstdigiadd.com/

  24. It is common to find Brother printer offline. One of the best techniques to fix it is to disable the ‘Use Printer Offline’ option. Just head to the Control Panel and hit the ‘Hardware and Sound’ option. Now, choose ‘Devices and Printers.’ Right-click on your printing machine and choose ‘See what’s printing’ followed by ‘Printer.’ Remove the check mark from ‘Use Printer Offline.’

  25. Great job on writing such an insightful and informative article! Your attention to detail and thorough research really shines through in your writing. I appreciate how you presented the information in a clear and organized manner, making it easy for readers to understand and follow along.

    Mahindra truck price

  26. Drift Boss is a famous drifting game. In the game, you will have the opportunity to control your car on endless roads full of difficult turns and collisions. The game sounds simple but it takes a lot of practice to be able to drift well around corners. Join the game now to prove that you are the best racer and score the most points.

  27. Thanks for sharing such an amazing piece of content. We work with businesses of all sizes, from start-ups to large corporations, and our goal is to help our clients succeed in an ever-evolving digital landscape. Our services include web design and development, digital marketing, branding and graphic design, software development, CRM Solutions, virtual staffing, Call Center and Telemarketing, e-commerce development, technical support services, conversion rate optimization, and team augmentation services.
    At Crecentech, we believe in taking a comprehensive approach to problem-solving. This means that we start by understanding our client’s goals and objectives, and then use our expertise to create customized solutions that deliver results. Our team is made up of talented and experienced professionals who are dedicated to delivering exceptional work that exceeds our client’s expectations.

  28. Disha Sharma is a professional, independent Call Girl ready to deliver you an incredible night of passion. She boasts considerable bedroom mastery, and her picture will render you speechless. Let her show you the power of companionship and introduce you to a world unknown!

  29. Darpana Khatri is an independent Cheap Price Call Girl based in Mumbai, offering her services to customers looking for that unforgettable experience. She has extensive expertise in the bedroom and a picture which will leave you mesmerized. Enjoy a night with her, and she will take you to an entirely different realm of pleasure!

  30. If you’re looking to experience something out of the ordinary, then look no further than CTMOT, an independent Cheap Price Call Girl. With years of knowledge and expertise in the bedroom and a breathtaking photo gallery, she’s sure to give you a night to remember. With this call girl, you’ll enter a world beyond your wildest dreams!

  31. I completely agree that Jholay.com is an incredible guide for trekking in Nepal. I also had the privilege of embarking on the Mount Everest Base Camp trek with them, and it was truly a once-in-a-lifetime experience. The team was so knowledgeable and friendly, and they really made sure that our trip was unforgettable. I also appreciated their commitment to responsible tourism and their efforts to ensure that our trek had a positive impact on the environment and the local communities. If you’re considering a trek in Nepal, I highly recommend Jholay.com!

  32. I had just recently started hunting for Business Development After six hours of nonstop Google searching, I eventually found it on your website. I’m curious as to why Google doesn’t place this kind of educational websites at the top of the list. Typically, the most popular websites are crammed with junk.

  33. Cockroaches are known for their resilience and adaptability, which is why they’ve been around for so long. But why do cockroaches exist in the first place? Some scientists believe that these insects evolved to live in forests, where they helped break down decaying organic matter. Over time, they spread to other environments, including human homes and buildings. Today, they’re one of the most common household pests around the world.

  34. Airbnb has disrupted the hotel industry by offering travelers an alternative way to find lodging while traveling. Instead of staying in a traditional hotel room, Airbnb allows travelers to rent a private room or an entire home/apartment from a host who may not be a professional hotelier.

    One of the main advantages of Airbnb over the hotel industry is that it can offer more affordable prices, particularly for longer stays or larger groups. Airbnb also allows travelers to experience living like a local, as they can stay in residential neighborhoods and have access to a kitchen to cook their meals. Additionally, Airbnb can offer more unique and personalized accommodations, such as staying in a treehouse or a tiny house.

    However, the hotel industry has raised concerns about the safety, security, and legality of Airbnb rentals. Hotels must comply with a range of safety and regulatory requirements, while Airbnb rentals may not be subject to the same level of scrutiny or regulation. The hotel industry has also argued that Airbnb creates unfair competition, as hosts do not have to pay the same taxes and fees as hotels and do not have to adhere to the same safety and accessibility standards.

    Overall, Airbnb has disrupted the hotel industry by offering travelers an alternative way to find accommodations. While it has some advantages over traditional hotels, it also poses challenges and concerns, particularly related to safety and regulatory compliance.

    Feel free to visit our website and use our free consultation service for hair transplant at https://anatolianhair.com

  35. Dreadhead parkour: Embark on an intense parkour journey as a fearless dreadlocked protagonist, defying gravity and navigating through thrilling urban landscapes. Execute epic flips, wall runs, and gravity-defying stunts while overcoming challenging obstacles. Master the art of precision and speed to conquer each level and become the ultimate parkour champion. Unleash your inner daredevil and embrace the adrenaline rush in this high-octane parkour experience. Are you ready to defy the limits and showcase your acrobatic prowess in Dreadhead Parkour? The city’s rooftops await your fearless exploration!

  36. This blog post on hotels in al barsha is a gem! The information provided is concise yet comprehensive, making it a valuable resource for anyone planning a trip to Dubai. The descriptions of the hotels and their amenities are spot-on, and the recommendations are on point. I appreciate the insights shared here, and I’ll definitely be referring back to this post when I visit Al Barsha next. Great work!”

  37. Searching for the ideal accommodation in Dubai? Explore the diverse range of hotels in al barsha! From luxurious resorts to boutique gems, there’s a perfect option for every traveler. Immerse yourself in the vibrant energy of Dubai, with iconic attractions, shopping, and dining just moments away. Enjoy the comfort, style, and exceptional hospitality of the hotels in Al Barsha. Your dream stay awaits in the heart of this dynamic city

  38. If you’re planning a trip to Dubai, I highly recommend considering hotels in al barsha for your stay. From the moment I checked in, I was captivated by the warm hospitality and world-class amenities provided by the hotels in this area. Al Barsha’s central location offers easy access to popular attractions, shopping malls, and dining options, making it an ideal choice for both leisure and business travelers. With a wide range of hotels to choose from, you can select the perfect accommodation that suits your preferences and budget. Experience the best of Dubai by staying in the exceptional hotels of Al Barsha

Post Your Comment