Crowdfunding in the accommodation realm and pandemic times: The resilient case of CleanBnB
, oraz | 18 lis 2023
O artykule
Article Category: Research Article
Data publikacji: 18 lis 2023
Zakres stron: 80 - 96
Otrzymano: 01 sie 2022
Przyjęty: 11 lip 2023
DOI: https://doi.org/10.2478/ejthr-2023-0008
Słowa kluczowe
© 2023 Maria Grazia Deri et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Figure 1:
Figure 2:
Figure 3:
Properties under management over time
| City | Starting year | Number of properties | Spatial concentration |
|---|---|---|---|
| Milan | 2016 | Over 120 | Central area and neighborhoods |
| Turin | 2017 | Over 110 | Central area |
| Rome | 2017 | Over 120 | Central area |
| Bologna | 2017 | Over 60 | Central area and neighborhoods |
| Florence | 2017 | Over 80 | Central area and neighborhoods |
| Others | 2017 | Over 500 | Seasonal destinations (Adriatic Riviera, Sicily, Sardinia, Friuli), medium-size urban centres (Trieste, Bari, Ferrara, Palermo, Napoli, Verona, Padova, etc..) |
Key success factors
| Efficient and flexible operational cycle that enables the rapid activation of a new location with the combination of local resources and centralised coordination, ensuring the capacity for future growth. | Dynamic pricing system structured in order to ensure high rates of property occupation managed at competitive prices. | Unique brand at national level recognised by the owners of real estate. Widespread presence throughout the territory, with geographical diversification that guarantees seasonal reduction effect on total collections. | Platform for the optimisation of Revenue & Reservation Centralised management, which coordinates operational structures in various locations, with autonomy in compliance with standards and Cleanbnb brand policy. | Clusters of operator aggregation in the current phase of market concentration. |