“
When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.
”
”