關於 please let me know if you need any further information ，我們在網路上蒐集到這些相關的討論、資訊與評價

【芸能事務所の生き残り方】

本題に入る前に近況報告からさせてください。

昨日もお話しさせていただいたのですが、３日前に募集を開始した「西野亮廣オンライン講演会　〜マーケティング講座【上級編】〜」に期待が集まっているみたいで、昨日の段階では受講生が８５０人だったのですが、今朝見たところ、１７００名を超えていました。本当にありがとうございます。

(こちら↓)
https://silkhat.yoshimoto.co.jp/projects/2158

こちらの講演会は受講料が５３００円となっておりますが、映画『えんとつ町のプペル』のオンラインムビチケ（前売り券）が「３枚」ついてくるので、受講料は実質ほぼ無料です。クラファンの手数料ぐらい。

当然、この講演会をやっても僕には利益なんてないのですが、僕からすると、そんなものよりも、皆で作った映画が一人でも多くの方に観てもらえる方が何千倍も何万倍も嬉しいので、まったく構いません。

モノを届ける為には、何が必要なのか？
人を集める為には、何をしなければならないのか？

今回の講演会では、エンターテイメントに限らず、全てのサービスに関わってくる問題と、その解き方について、かなり踏み込んだ話をしたいと思います。「上級編」とありますが、難しい言葉や、無駄な横文字は使わないので、ご安心ください。


https://silkhat.yoshimoto.co.jp/projects/2158





というわけで、今日の本題です。



今日は「キンコン西野が芸能事務所を作るなら…」というテーマでお話しさせていただきます。



僕は表向きは吉本興業のタレントなのですが、それって表舞台に出る時で、僕の実際の仕事は９割ぐらいが株式会社NISHINOの仕事なんですね。

ただ、吉本興業とバチっているってことはなくて、吉本興業と一緒にした方がいい仕事は一緒にしますし、「ここは組まない方がいいよね」という仕事は組まずに、株式会社NISHINOでやらせてもらっています。そのへんは臨機応変に。

吉本芸人の中では珍しい「吉本愛」がある男です。

やっぱり、なんだかんだ言っても自分を育ててくれた会社なので、その恩は何倍かにして返さないと気持ちが悪い。
だからこそ、ダメな時はかなり強めに「ダメだ」と言います。
かなり強めに(笑)


吉本興業に限らず、あらゆる芸能事務所がおかれている今の状況を、めちゃくちゃフラットな立場から切り取ると……やっぱり、最大の権威であった「テレビ」を観る人が減ってきて、それぞれがYouTubeチャンネルを持ってしまって、「テレビに出たい」というタレントや、「レギュラー番組が欲しい」というタレントが減ってきた。
くわえて吉本興業の場合だと、コロナで劇場もやられてしまって……それによって「いや、劇場でネタをおろすより、ジャルジャルみたいにYouTubeでネタをおろした方が多くの人に見られるし、実入りもいいんじゃね？」というのがバレてしまって……今、全員の頭の中にある疑問は「芸能事務所って本当に必要なの？」だと思います。



インターネットの本質は「直接購入」なので、どうしても「中抜き」の立場は弱くなってしまう。

そんな中、今、各芸能事務所が生き残りをかけて、あれやこれやと手を打っているわけですが、たとえば、こと吉本興業に関していうと、やっぱりこれまで「大仏商売」だったんですよね。

明石家さんまサンがいて、ダウンタウンさんがいて、ナインティナインさんがいて…という。もちろん、その才能を生んだのは吉本興業であることは間違いないのですが、「生んだ才能に乗っかり続けた」というのも、また事実。

それでも、ネットインフラが整うまでは、それでいけたんですよね。
タレントのスケジュールを切って、ギャラ交渉をして、時々、バーターで新人を挟んで…というビジネスモデルを長らくアップデートする必要がなかった。
それはそれで本当に凄いことなんだけども。


だけど今は、ネットインフラ、もっと言うと、動画インフラやダイレクト課金インフラが整ってしまったので、もう「事務所に所属していないと世に出れない」みたいな時代じゃなくなった。

で、「これはヤバイ！」となって、今、慌てて、各芸能事務所デジタル化らしきものを進めているのですが、肌感でいうと７〜８年ぐらい遅い。
「UI、UX、何やそれ？」「オンラインサロンって、儲かりまんの？」という世界です。

本当に、何年も前に止まってしまった時計の針を今、慌てて動かしているから、ガタガタギシギシ鳴っているのが現状です。

頑張っているのは分かるのですが、そこに対する知識が圧倒的に不足しているから、流行っているものを見よう見まねで始めては見るものの、全然イケてないサービスを量産してしまう。
「そういうことじゃねえんだよ」の連続です。


一つ、吉本興業のクラウドファンディング「SILKHAT」に関しては、立ち上げから携わらせてもらった手前、今でも逐一「ここは違う、ここはこうだ」と口を挟ませてもらっているのですが、それ以外の吉本が仕掛けているサービスなんかは、ちょっとよく分からない。

救いは社外取締役で来てくださったビリギャルの坪田さんで、さすが坪田さん案件はイケてるなぁと思うのですが、ただ、坪田さんの身体は一つしかないので、さすがに吉本興業の全てのサービスをカバーすることは難しい。
吉本って、本当に大きな会社なんです。

ネットは特に適者生存の世界で、これまでリアル社会でどれだけ幅をきかせていようが、時代に合っていなかったら、１秒で駆逐されてしまうんです。

時計の針を長年止めていた人が見よう真似で参戦して生き残れる世界じゃないんですね。

今、コロナで食い扶持が減った各芸能事務所が、「新しい収入源を作れ〜」と躍起になっていると思います。

このへんの展開は手に取るように分かるのですが、まぁ、いろんな事務所さんが「オンラインサロン」を始めると思います。

始める理由は「オンラインサロンは、どうやら儲かるらしいから」です。
そして僕の見立てだと、ほぼ１００%失敗します。

「なぜ、ダイレクト課金が成立しているか？」を構造で理解していないからです。
「認知」と「人気」の違いを本質的な部分で理解できていない。

今田さんや東野さん、この前だと華大さんとか千鳥さんとかが「そういうのは、知識の無い社員が旗を振らずに、西野に頼んでやってもらったらいいんだよ」と言っていたんですが、僕本人が言うのもアレですが、本当にそうだと思うんですね。
でも、社員は絶対に聞いてこない。

僕は日本の名だたる企業さんから社員向けの講演会のオファーを受けるのですが、吉本興業から頼まれたことは一回もありません。

自分で言うとカドが立つので嫌なのですが、でも実際問題、クラウドファンディングで日本で一番支援を集めていて、オンラインサロンで日本で一番会員を集めていて、なんか国内最大の広告賞を取っている。
…そんな奴が、自分とこの会社にいて、カジュアルにアドバイスを求められる距離にいるんだったら、アドバイスを求めた方がよくないですか？

渡辺直美ちゃんにインスタの運営方法を聞いた方がよくないですか？
カジサックやオリラジの中田君にYouTubeの勉強会を開いてもらった方がよくないですか？


でも、それをしないんです。なぜか？
「プライド」です。

芸能事務所とテレビというタッグはこれまで本当に強くて、タレントはあくまで「使う存在」だったので、「教えてくださ〜い」とは言えない。

現役のバリバリ第一線でやっている人が、隣にいるんです。これ、勿体無いでしょ。

僕が吉本興業の社長なら、西野にギャラ１００万円渡して、なんばグランド花月に吉本の全社員を入れて、西野のマーケティング講座をやります。もしくは西野の書籍「革命のファンファーレ」あたりを全社員に配ります。
#どうせ西野は100万円を全額寄付します

これビッグマウスでも天狗でも何でもなくて、普通のビジネスマインドを持った人からすると、かなりフラットな意見だと思います。


で、今日の本題である「キンコン西野が芸能事務所を作るなら…」というところなのですが、やっぱり、今、一番時代を切り取れているのは、「結果を残しているプレイヤー」であることは間違いないんです。

そこに、あらゆる情報が集中しているので。やっぱり、その人が一番、知識がある。

　
その上で、僕が芸能事務所を作るのなら…………トッププレイヤーに株を持たせます。
むしろ、事務所の方から頼みこんで、事務所の株を持ってもらう。

　
株を持ってもらうのが難しいというのであれば、顧問料として業務ごとに契約して、事務所の売り上げのパーセンテージ渡します。

吉本興業でやるYouTubeならば、顧問料として、カジサックやオリラジ中田君に僅かでもパーセンテージを渡します。

そうすると、カジサックやオリラジ中田君は、吉本興業のYouTubeを盛り上げようとして、他の吉本芸人のYouTubeチャンネルの宣伝を自発的に行ってくれるので。


これから「タレントに株を渡せる事務所」と「タレントに株を渡せない事務所」の明暗は大きく分かれてくると思います。

今日のオンラインサロンの記事は、ここから、さらに踏み込んだ話をしたいと思います。

よろ！

　
▼西野亮廣の最新のエンタメビジネスに関する記事(1記事=2000~3000文字)が毎朝読めるのはオンラインサロン(ほぼメルマガ)はコチラ↓
https://salon.jp/nishino

▼Instagram版はコチラ↓
https://nishino73.thebase.in/items/25497065

━━━
２０２０年１２月２５日公開！
映画『えんとつ町のプペル』

▼オンラインムビチケ（特典付き）の購入はこちら↓
https://mvtk.jp/Film/070395

▼上映館はこちら
https://theater.toho.co.jp/toho_theaterlist/poupelle.html…
[how to survive the entertainment office]

Let me make a status report before entering the chase.

I was able to talk to you yesterday, but I started recruiting 3 days ago, ′′ Ryo Nishino Online Lecture ~ Marketing course [Advanced Edition]~" it seems that there is a lot of expectations for yesterday's stage, and I'm going to have a good time with the students There were 850 people, but I just saw it in the morning, and it was over 1700 people. Thank you so much.

(here ↓)
https://silkhat.yoshimoto.co.jp/projects/2158

This lecture is 5300 yen for the enrollment fee, but the online bangabandhu (advance tickets) of the movie ′′ a town ′′ is coming with ′′ 3 pieces ′′ so I'm going to enroll The fee is virtually almost free. About the fees of a fan.

Of course, I don't have any profit to do this lecture, but from me, it's a thousand times more than that, it's a lot of people who have been able to watch a lot of movies that we all made. I'm so happy that I'm so happy that I'm so happy that I'm

What do you need to deliver things?
What do you have to do to collect people?

In this lecture, I would like to talk about the problem that is involved in all services, and the problem that is involved in all services, and the solving of it." it is an advanced version." but it is difficult words and useless. I don't use the side letters, so please rest assured.


https://silkhat.yoshimoto.co.jp/projects/2158





So today's chase.



Today we will talk about the theme of ′′ if xin nishino is going to make an entertainment office..."



I'm officially a talent for yoshimoto kogyo, but it's time to go on the stage, and my actual work is about 9 % of Nishino Co Ltd.

It's just that I'm not drumstick with yoshimoto kogyo, but I'm going to have a good time with yoshimoto kogyo, and I'm going to have a good time with the work that I don't have to set up here, but I'm going to do it I'm giving it to you. I'm flexing it.

This is a man who has a rare ′′ Yoshimoto Love ′′ among yoshimoto comedians.

As expected, it's a company that raised me even if I said it, so i feel bad if I don't return it to a few times.
That's why when you can't do it, it's pretty strong to say ′′ no
Pretty strong lol


It's not limited to yoshimoto kogyo, but when you cut the current situation that every entertainment office is in a flat position...... as expected, there are many people who watch ′′ TV ′′ that was the biggest authority, and each one is youtube I have a channel, and I have lost the talent of ′′ I want to be on TV ′′ and ′′ I want a regular program,"
In the case of yoshimoto kogyo in the mouth, the theater was also hit in corona...... by that, ′′ No, it's a lot of people who put down the story on Youtube like jal rather than lowering the story in the theater. I found out that it's good to have a good time?" now I think that the question in everyone's head is ′′ I really need an entertainment office?"



The essence of the internet is ′′ direct purchase so the position of ′′ inside ′′ is going to be weak.

In such a way, each entertainment office has survived, and it is hitting their hands with this, but for example, about yoshimoto kogyo, it was a ′′ Daibutsu business ′′ so far.

There is a akashiya san, and there is downtown, and there is a nine nine nine... Of course, there is no doubt that it is yoshimoto kogyo who gave birth to the talent, but it is also a fact that ′′ I have continued to be born with the talent that I have been born,"

Still, until the net infrastructure is done, it's done.
I didn't have to update my business model for a long time, when I cut my talent schedule, negotiate galaga, and sometimes, in remembrance of the newcomer...
That's really amazing though.


But now, net infrastructure, more to say, video infrastructure and direct charge infrastructure have been set up, so it's no longer an era like ′′ if you don't belong to the office, you can't get out of the world

So," this is crazy!" and now I'm in a hurry, and I'm going to have a good time with each entertainment office digital, but it's about 7 TO 8 years late with the skin feeling.
′′ UI, UX, what is that?"" the online salon is profitable?"

Really, I'm in a hurry to move the needle on the clock that has stopped years ago, so it's the current situation that I'm going to have a good time with the tagaytay snipe.

I know you're working hard, but the knowledge of there is overwhelming, so I'm going to see what's trending, and I'm going to have a good time with a lot of people who are in the middle of the day, and I'm going to have a mass production of
It's a row of ′′ it's not that kind of thing


One, as for yoshimoto kogyo's crowdfunding ′′ Silkhat ′′ in front of the launching, I still have a mouth-to-mouth ′′ it's different here, it's like this other than that I don't really understand the service that yoshimoto is planting.

Salvation is the outside director of the biryani, and I think that the case is cool, but it's just that there's only one body of Mr. Bamboo, so I'm going to go to the middle of the day, and I'm going to have a good time with yoshimoto kogyo Covering the services of the.
Yoshimoto is a really big company.

The net is especially the world of the fittest survival, and how wide it is in real society so far, but if it is not right in the era, it will be destroyer in 1 seconds.

It's not a world where people who have been stopping the needle in the clock for many years can survive and survive.

Now, I think that each entertainment office, which has lost the the in corona, is scrambling to make a new source of income ~"

I know I'm going to get this strange expansion, but I think all kinds of offices will start the ′′ Online Salon ′′

The reason to start is ′′ the online salon seems to be profitable
And when it's my likened, almost 100 % fail.

Because I don't understand the structure of ′′ why the direct charge is completed?"
I don't understand the difference between ′′ cognitive ′′ and ′′ popularity ′′ in an intrinsic part.

Imada-San and higashino-San, last time, Mr. Hua-San and chidori-San said, ′′ that's what I wish I could ask nishino to do without knowledge without throwing the flag But that's what I'm saying, but I really think it is.
But employees never listen.

I'm getting an offer for a lecture for employees from a Japanese famous company, but I've never been asked by yoshimoto kogyo.

I don't like it because I'm going to say it myself, but it's actually a problem, crowdfunding is collecting the most support in Japan, and I'm collecting the most members in Japan at the online salon, and I'm going to have the biggest advertising I'm taking it.
... isn't it better to ask for advice if that kind of guy is in this company and in the distance where he can ask for advice casual?

Isn't it better to ask Naomi Watanabe how to operate her instagram?
Isn't it better to have a youtube study session for kazi and olli nakata?


But I don't do that. Why?
It's ′′ pride

The tag called entertainment office and tv is really strong so far, and the talent was only ′′ the existence of use," so I can't say ′′ let me know,"

There are people who are doing it on the front line of the active crunching. This is not spoiled, is it?

If I am the president of yoshimoto kogyo, I will give you 100 yen to nishino, and I will put all employees of yoshimoto in nanbagurando huā yuè, and I will do a marketing course in nishino. Or handing out nishino's book ′′ Fanfare of the revolution ′′ to all employees.
#どうせ西野は100万円を全額寄付します

I think it's a pretty flat opinion from a person with a normal business mind, not a big mouse or tengu.


So, today's chase, ′′ if xin nishino is going to make a entertainment office..." but now, the most era is," the player who leaves the result ′′ Things are not wrong.

There, because all the information is focused. As expected, the person is the most knowledgeable.

　
On Top of that, if I'm going to make an entertainment office............ I'll bring stocks to the top player.
Rather, I'm going to ask you from the office, and I'm going to have a office stock.

　
If it is difficult to get stocks, sign up for each business as an adviser fee and pass the percentage of the sales of the office.

If you're on Youtube at yoshimoto kogyo, you'll give a little percentage to kazi and olli nakata as an adviser.

So, kazi and olli nakata are going to elevate yoshimoto kogyo's Youtube, and they are voluntarily going to promote the youtube channel of other yoshimoto comedians.


From now on, I think that the light of ′′ the office that can pass stocks to talent ′′ and ′′ the office that can't give stocks to talent ′′ will be divided greatly.

Today's online salon article, from here, I would like to talk about stepping in further.

Happy birthday!

　
▼ an article about the latest entertainment business of ryo nishino (1 articles = 2000 to 3000 characters) can be read every morning online salon (almost mail magazine) is here ↓
https://salon.jp/nishino

▼ Instagram version is here ↓
https://nishino73.thebase.in/items/25497065

━━━
Released on December 25, 2020!
The movie in a town ′′

▼ Buy Online Bangabandhu (with perks) here ↓
https://mvtk.jp/Film/070395

▼ here is the screening hall
https://theater.toho.co.jp/toho_theaterlist/poupelle.html#region7Translated

【 一封 Co-founder & CEO Brian Chesky 的來信 (中英對照)】

早上晨讀時看到 Airbnb CEO Brian Chesky 宣布裁員 25% 的公開信。讀完覺得富有同理心並思考周到，很值得每位 CEO 參考。

其中一些對於離職員工的就業支持都很值得我們借鏡。雖然 Airbnb 有的資源比很多公司還多。但說不定有什麼是創業家們能參考的，為離職的夥伴多做一些。

為了讓更多人可以看到跟夥伴合作翻譯了一下，不通順的地方請見諒、歡迎在 google doc 提交修改建議。

Google Doc 中英對照版：https://docs.google.com/…/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkg…/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-…/

--

今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。

Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.

這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。

This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.

當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開 Airbnb 的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。

When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.

先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了 Airbnb 的每一個角落。

Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.

採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：

1. 我們不知道旅遊什麼時候會復甦。
2. 當旅遊業復甦時，將有截然不同的樣貌。

While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:

1. We don’t know exactly when travel will return.
2. When travel does return, it will look different.

雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，縮減人力規模以專注在更核心的商業策略。每天都有人們共享自己的房子、並提供各式各樣的體驗。

While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.

在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開 Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，透過人力的裁減，我們將會更聚焦於特定的業務上。

Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.

▍更聚焦的業務

未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人們共享自己的房子、並提供各式各樣的體驗。

這意味著，我們將需要減少對不直接支持我們的房東社區核心活動的投資。我們暫停了在運輸部門和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。

這些決定和這些團隊成員的表現無關，也不意味著這些團隊的每個人都會離開我們。除此之外，所有 Airbnb 的團隊都將受到影響。許多團隊的規模將根據他們與 Airbnb 的發展方向的對應程度進行縮減。

▍A more focused business

Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.

This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.

These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.

▍我們如何進行縮編

重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則：

• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供一對一的溝通。
• 等到所有細節都確定後再進行決策溝通 —— 僅部分訊息的透明會讓事情變得更糟。

我已經盡了最大的努力來堅持這些原則。

▍How we approached reductions

It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:

• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.

▍還原決策過程

決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。緊接著，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。

結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了 Airbnb，其他公司有他們的加入著實幸運。

為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。

▍Process for making reductions

Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.

The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.

▍資遣費

Airbnb 在美國的員工將獲得 14 周的基礎工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在 Airbnb 工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。

▍Severance

Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.

▍股權

我們將為過去一年內聘用的所有員工移除需待滿第一年的股權到期限制，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。

▍Equity

We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.

▍健康保險

在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋 12 個月的健康保險。在所有其他國家，我們將支付到 2020 年底的醫療保險費用。這是因為我們如非是在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將透過 KonTerra 提供四個月的心理健康支持。

▍Healthcare

In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.

▍就業支持

我們的目標是幫助離開 Airbnb 的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式：

• 校友人才目錄 —— 我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊 —— 在 2020 年的剩餘時間裡，Airbnb 招聘的很大一部分將成為校友安置團隊。留在 Airbnb 的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart —— 我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持 —— 我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記型電腦 —— 電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。

▍Job support

Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:

• Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
• Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
• RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services.
• Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role.
• Laptops - A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.

▍接下來會發生什麼呢？

我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。

在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開 Airbnb 的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。

一些留下來的員工將賦予新的職位，並將收到主題為「新職位」的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。

▍Here is what will happen next

I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.

It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.

Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.

太平洋時間下午6點，我將為我們的亞太團隊主持一個 world@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 world@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。

出於對我們受到影響的隊友的尊重，我已經要求所有
Airbnb 的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午 4 點再次主持一場 CEO 問答。

At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.

I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.

▍一些最後的話

正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。

首先，我要感謝 Airbnb 的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道 Airbnb 會在這種時空背景下崛起。我相信這一點，正因為我相信你們。

第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建 Airbnb 時，我們最初的口號是「像個人一般旅行」，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。

▍Some final words

As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.

First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.

Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.

對於留下來的你們，
我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是 Airbnb 故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。

對於那些離開 Airbnb 的人，
我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給 Airbnb 的品質和才華……正是你們成就了 Airbnb。我衷心感謝你們與我們分享你們的天賦。

布萊恩

To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.

To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.

Brian

【 一封 Co-founder & CEO Brian Checksy 的來信 (中英對照)】
中英對照：https://docs.google.com/document/d/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkga5WMJUTviu0A/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/
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今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。
Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.
這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。
This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.
當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開Airbnb的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。
When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.
先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了Airbnb的每一個角落。
Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.
採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：
我們不知道旅遊什麼時候會復甦。
當旅遊業復甦時，將有截然不同的樣貌。
While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:
We don’t know exactly when travel will return.
When travel does return, it will look different.
雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，圍繞更專注的商業策略，去減少我們的員工規模。
While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.
在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，這些削減必須與更聚焦的業務掛鈎。
Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.
▍更聚焦的業務
未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人打理自己的房子，並提供各式各樣體驗。
這意味著，我們將需要減少對不直接支持我們的房東社區核心的活動的投資。我們暫停了在通行和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。
這些決定並不是反應這些團隊成員工作表現好壞，也不意味著這些團隊的每個人都會離開我們。除此之外，所有Airbnb的團隊都將受到影響。許多團隊的規模將根據他們與Airbnb的發展方向的對應程度進行縮減。
▍A more focused business
Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.
This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.
These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.
▍我們如何進行縮編
重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則:
• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供 1:1。
• 等到所有細節都確定後再進行決策溝通——僅部分訊息的透明會讓事情變得更糟。
我已經盡了最大的努力來堅持這些原則。
▍How we approached reductions
It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:
• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.
▍還原決策過程
決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。然後，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。
結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了Airbnb，其他公司有他們的加入著實幸運。
為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。
▍Process for making reductions
Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.
The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.
▍資遣費
Airbnb 在美國的員工將獲得 14 周的基本工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在Airbnb工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。
▍Severance
Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.
▍股權
我們將為過去一年內聘用的所有員工提供一整年的股權到期，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。
▍Equity
We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.
▍健康保險
在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋12個月的健康保險。在所有其他國家，我們將支付到2020年底的醫療保險費用。這是因為我們如非是在在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將通過 KonTerra 提供四個月的心理健康支持。
▍Healthcare
In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.
▍就業支持
我們的目標是幫助離開Airbnb的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式:
• 校友人才目錄——我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊——在 2020 年的剩餘時間里，Airbnb招聘的很大一部分將成為校友安置團隊。留在Airbnb的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart——我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持-我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記本電腦——電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。
▍Job support
Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:
Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services. Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role. Laptops
A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.
▍接下來會發生什麼呢？
我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。
在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開Airbnb的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。
一些留下來的員工將賦予新的職位，並將收到主題為"新職位"的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。
▍Here is what will happen next
I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.
It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.
Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.
太平洋時間下午6點，我將為我們的亞太團隊主持一個 World@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 World@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。
出於對我們受到影響的隊友的尊重，我已經要求所有Airbnb的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午4點再次主持一場 CEO 問答。
At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.
I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.
▍一些最後的話
正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。
首先，我要感謝Airbnb的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道Airbnb會在這種時空邊下崛起。我相信這一點，正因為我相信你們。
第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建Airbnb時，我們最初的口號是"像個人一般旅行"，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。
▍Some final words
As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.
First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.
Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.
對你們留下來的人，我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是Airbnb故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。
對於那些離開Airbnb的人，我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給Airbnb的品質和才華……正是你們成就了Airbnb。我衷心感謝你們與我們分享你們的天賦。
布萊恩
To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.
To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.
Brian