You've been doing this for 18 years.

"Editating"

In May, San Francisco, it's going through a collective madness of technology. Silicon Valley's roads have been busy screaming for the machine to evolve and turn the launch into a technical party, as if the next step for mankind was to be taken over by algorithms. In the same city, Brian Chesky, co-founder and chief executive officer of the Abbey Foundation, who stood on the stage of the 2026 summer launch of the Chicago headquarters, faced the global media, which was full of the central hall on the first floor, and the Embiche staff, who was surrounded by each of the bars in the office building, should have started the most exciting thing he had in the past year, not how he used AI to evolve, but -

A cameraman specializing in family and couple shootings in Paris earned $145,000 last year on Abby's experience; a third-generation Italian metamorphologist who earned more than $180,000 per 90-minute, 70-dollar hand-made pasta class; and a London-based travel experience project whose income exceeded $200,000. Abby's 2026 summer launch.

At the launch in summer 2026.

In May last year, Abby welcomed the move from “accommodation” to “experiment” and “services”, with more than 22,000 first-on-line experiences around the globe, with more than 650 cities worldwide. The introduction of services has also begun to generate additional income for global landlords. In a city where all the people were betting on technology, the company was still a man. To understand exactly what Abby is doing this year, two key concepts — “experiment” and “service” — need to be clarified. The experience is that the locals take you to do one thing — to go to the landmarks, to eat a tunnel, to go to a trade class, to watch a game; the service is to have someone do one thing for you — cooks, photographers, masseurs, private coaches. Experience and service, on the face of it, is content and logistics, but the kernel is the same thing: organize travel around people and “connection between people”, experience finding a living person to show you his city, service to make you live like a person who lives here in this city. Instead of being a landlord and a man, the “mutual means of making money” that Abby opened up for the landlord was not just that room. According to the data published by Brian, there are now more than 5.5 million landlords and Dalits active on the platform every day, 87 per cent of whom operate only one or two housing sources or experience projects, 25 per cent of landlords are retired, 7 per cent are nurses and medical practitioners, and 6 per cent are retail workers - – It means that most of the business is held up not by large property management companies, but by ordinary people in all walks of life, who earn more money by sharing and doing more. Building on last year's service and experience, the dramatic expansion was a much more comprehensive “service” move this year. From the landing strip (covering 160 + cities worldwide) to the baggage deposit (175 cities, 15,000 + storage points), to the early loading of fresh groceries into the refrigerator (in cooperation with Instacart, at $50 less $10), to the rental of a car for its own driving (up to 50 United States cities next month) — a service filled with logistics for the full journey. Order fresh groceries on Abby's side.

These look like functional “services”, but they're not what Abby understands them. When you land in a strange airport, trapped in a long taxi team, you will never feel like you're local, but you'll be overwhelmed. But if someone comes in early, has food in the fridge, and you don't have to carry your luggage and wander around, your mind is completely different — you think, “I'm really living here”. And here's the funniest move -- you can book a fancy hotel in Abby. You've been working for 18 years and selling hotels? But you'll soon find that this move is very popular — not “everything” — but highly selective: a single single hotel and a fine hotel, deliberately avoiding a chain of brands such as Marriott and Hilton, with price matching guarantees and up to 15 per cent of travel funds. The core logic is not to become OTA's shelf, but rather to redefine “what is a good hotel” in terms of residential standards. A good hotel is not a hall full of splendour, but does its owner have a heart-to-heart, like a residential landlord, to run a moving home. Abby's first quarter financial performance data show that approximately 55 per cent of the hotel-booked users of Abby's hotel were subsequently booked on the Abby's platform. I'll make a reservation at Abby's.

Another strategic move that deserves attention is sports. With three years of global cooperation with FIFA, together with 10 years of Olympic cooperation, sport has become its long-term strategic pillar. With the power of sports, the supply side activated the landlord and the demand side brought in an incremental user. The World Cup led to a 200 per cent increase in the number of Chinese travellers' reservations in the city hosting the competition. FIFA poster posted at the headquarters in San Francisco, Abby.

By contrast, AI interventions are more focused on the enhancement of user experience — AI selects bright spots, compares intelligence, and helps select fear users for decision-making, while AI customer service is targeted to efficiency, with 40 per cent of user problems being solved without artificial client intervention. In conclusion, Abby is moving from a “single product” to a “multi-entry ecology”. The following is a group visit (edited) to Bethzi by Tide, a student of the tide, together with several media outlets. Q: What is the central reason for the continuous introduction of Quality and Independence Hotels? What are the essential differences between the demand of users for hotels and accommodation? What is the last thing you want to change? B: Even our most loyal users sometimes choose to stay in a hotel. We introduced hotels, not to be a platform for all hotels. We are in fact selecting some of the hotels that we believe are capable of providing high-quality experience in price zones. They are not necessarily all luxury hotels, but what really matters is that, in every price compartment, we all want to find the most experienced, memorable and meaningful hotel of the same kind. If you ask what the core we least want to lose is that, regardless of the expansion of the product pattern, we always want users to have a truly meaningful experience of travel that makes you feel more like a “native” or “one's own” than a mere “tourant” or “outside”. This is also one of the most different values from traditional OTA platforms. Traditional OTA is more concerned with price, transformation efficiency and how to complete each transaction as soon as possible. Prices are important, and we offer competitive prices, but at the same time we would like to be able to direct users towards a way that truly enhances the overall experience of travel and helps them gain a closer local perspective. Q: Will you further introduce a larger international chain of brands, such as Marriott and Intercontinental, outside the Quality Hotel? B: We have not introduced a major international hotel chain brand, like Marriott or Hilton, as we intended. We will focus on independent hotels and fine hotels, which offer more unique and differentiated experiences. We would prefer to support the owners and operators of the hotels that operate independently, who have greater flexibility to actually invest resources in creating unique experiences without being bound by large brand rules. Many other OTA platforms are more concerned with how to get users to make reservations as soon as possible, and the entire logic revolves around prices and rapid transformation. They do not really tell the users what the real experience of this hotel is, and often simply want to get the order issued as soon as possible. So, when you see our product display on the big screen today, we're actually trying to show what it's like to be in this hotel. At the same time, we hope that these independent hotel operators and owners will feel that their input in building a unique experience is truly understood and recognized by the users. Q: For Abby, is sponsorship of large sports events such as the FIFA World Cup a short-term flow and business growth opportunity, or has it become a core component of a long-term strategy? BUS: I think this is a long-term strategic pillar. That is why our cooperation is not limited to the FIFA and football games. We have also maintained cooperation with the Olympic Games and have been working together for 10 years. In the future, we will also continue to look for more opportunities for cooperation in the field of sport. Sport is in itself a force that connects people, and it is highly compatible with the core idea of love. In terms of long-term impact, in the case of the 2026 FIFA World Cup TM, over the past six months 100,000 new sets of ecclesiastical housing have been added to the city hosting the competition alone. Landlords and people realize that this is a good opportunity to earn additional income. We believe that many of them will remain on the platform after the event. The same phenomenon was observed in Milan and during the Olympic Games in Paris. On the other hand, we have also seen a large number of new users of the love for the first time. Currently, about one sixth of the subscribers to the orders related to the World Cup are first-time subscribers. Given that our company has grown quite maturely, that proportion is quite significant to us. Q: What new trends are being observed in the travel preferences of young Chinese travellers? In addition, how can it be adapted and optimized at the product and service levels to better meet the needs of this population? Basiche: The Z generation tends to attach great importance to “experience” when travelling. Their travel is usually driven by a clear purpose and interest. For example, the FIFA World Cup is a typical example. In the early months of this year, we saw a 200 per cent increase in the reservation of Chinese travellers in the city hosting the event. But this trend is not limited to football, nor is the concert. For example, many Korean artists have a very high human quality in China. We recently joined up with the new generation of Korea's new generation of big-time men, CORTIS, to re-engineer the idea of their new one-stop REDRED, to create three main interactive scenes of the "Eppelgait limit" experience, exclusive accommodation, and quick flash experience, and to transform the enthusiasm of fans into a touchable experience. The "CORTIS Sensitization Base" flashspace launched by Epidemic.

We have seen an increasing number of young Chinese travellers willing to embark on a journey to “live culture”. When these young users choose to travel long distances, such as to the United States to watch football games, they do not usually stay at a single destination, but rather extend the journey to a more complete and rich journey. For example, they may go to L.A. to watch the competition before going to other cities such as Las Vegas. As we see now, the average stay on such travel is about nine days. We therefore believe that this is a very important development opportunity and is becoming one of the important driving forces behind the growth of the country's business. Q: With regard to the recent introduction of the AI-selection highlight function, how does Abby use AI to quantify and define “quality experience” or “quality of service”? Also, how did Abby use user reviews to train the AI model? BERSTEY: First of all, we believe that the core value of AI is to help users gain better travel experience. I think an excellent way to measure quality is to understand the expectations of users. Because different people value different things in travel. Some care about prices; some more about the design and renovation style of the house; and others about the surrounding community atmosphere and the whole neighbourhood experience. So it is really important for us to understand what the users really want and to accurately present the unique bright spots of a given suite and even its possible shortcomings, which is very important — because Epidemic is essentially “matching”. As Brian mentioned, we have now accumulated over a billion guests and landlords, and so on, an extremely valuable source of information. The evaluation came from a customer who had actually lived in the house and therefore contained a great deal of real information and feedback. AI was able to refine and summarize these big amounts of information, making it easier for users to digest, and thus quickly to see the whole picture of the housing source from a fragmented commentary. Essentially, that's how AI helps us make more accurate matches and better manages user expectations. Q: Does Abby think Chinese users are one of the most important client groups worldwide? Besides, is it possible for Abby to restart our local business in China? I've always had a deep personal feeling about China. I have been to China many times, and I have witnessed for myself the extraordinaryness of that country and the great and outstanding people there. Abby has an office in Beijing, and we have been focusing our operations mainly on out-of-country operations. During the epidemic, we had to give priority to those areas where we considered the most immediate opportunity. China ' s out-of-country market is large and is growing rapidly. But the importance of “China as a destination” that you have mentioned is also crucial, and I have read some articles in recent weeks on China’s visa-free policy to make travel to China easier. It is also widely recognized that China is expected to become one of the world's most important destinations in the future. I think this is a very natural, if not inevitable, trend. I myself have seen the changes that are taking place in China and the attraction of it as a destination itself. China is a competitive market, and there are many ways to participate. Before taking further concrete action, we will reflect on what is the most appropriate and effective form of participation. Q: In the end, what do you think of the future? Is it more like a traditional OTA or will it grow into a whole new form? BERTHZE: A new form of love will come. We are not just trying to compete for more market shares in existing markets, nor are we repeating all the other old ways that OTA is already doing. We have a very unique understanding of what “travel should be”. We believe that travel should be meaningful; you should feel like one of your own, not an outsider. That's exactly the way we want to drive and make travel. There are many ways to realize that vision. In every business niche — including hotels — we are not simply thinking of giving you all the options. That is why we will not go to all the hotels on the line, but only those that we believe are best placed to do so. Similarly, a way to connect local cultures, such as pasta in Florence, is to feel the most distinctive local activities. Moreover, these experiences usually take place in a small group environment, where you talk not just about pasta, but about life, politics, or anything you want to discuss. That is how we achieve our vision. END

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Pictures of Airbnb, Vivea

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This paper is from the U.S.W.C. "Tide of Tide", by Vive, 36 kryptons.