So Soho House went public this week. It is now trading on the NYSE under the ticker $MCG. It renamed itself the Membership Collective Group Inc. for the IPO given the myriad of brands that the company now operates. The company went public at $14 a share and with a $2.8 billion valuation. It raised $420 million through the offering.
My first reaction when I heard the news was that going public is maybe at odds with being a cool, urban, and exclusive membership club. We're all about creatives; also, buy our stock. But maybe I'm wrong. This is just the company maturing. At 26 years old, the company now has some 119,000 members and has 30 Soho Houses around the world in 12 different countries.
Full disclosure: I am a member and a big fan of Soho House.
But now that the company is public, we also know that it has never turned a profit. And it hopes to do that by next year, as well as open some five to seven new Soho Houses each year while trying to remain "asset light". As the company does this and pushes toward profitability, there is, of course, a very natural question about what that does to the experience and the overall brand.
Does it get diluted at all?
I don't think that necessarily needs to be the case. But of course the company will end up evolving. On a related note, if anyone from Soho House / MCG is reading this post (unlikely), I would love to connect about an opportunity here in the Toronto area. I think it has the potential to become something truly remarkable -- not to mention, much needed. I can be reached, here.
Airbnb's IPO documents recently went public.
Not surprisingly, their business as a travel company has been heavily impacted by COVID-19. Last year, the platform saw 326.9 million nights and experiences booked, with 251.1 million being booked in the first nine months of 2019. This year, nights and experiences are down to 146.9 million for this same nine month period. Revenue is correspondingly down from $3.7 billion for the first nine months of 2019, to $2.5 billion for the first nine months of this year.
But what is also clear from their data is that people still really want to travel and have new experiences. As soon as April passed and the Northern Hemisphere entered the normally busy Q3 travel season, domestic travel began to quickly ramp back up. For many, this likely took the place of international travel. See above chart.
Of greater concern might be all of the regulation that now surrounds short-term rentals. As of October 2019, about 70% of the platform's top 200 cities (by revenue) had some form of regulation impacting short-term rentals. But at the same time, no one city accounts for more than 2.5% of the platform's revenue. So there's strong geographic diversification.
If you'd like to take a look at the company's S-1, you can do that over here. And for those of you who might be curious, these are Airbnb's top 10 cities based on revenue:
London
New York City
Paris
Los Angeles
Rome
Barcelona
Tokyo
Toronto
San Diego
Lisbon
Wired recently published a long read called, "I stumbled across a huge Airbnb scam that’s taking over London." Apparently the people who do these sorts of things on the platform (things that are both illegal and questionable) call it "systemizing." This is the process of trying to create scale. Secure lots of units. Create a bunch of fake/duplicate accounts. And try and maximize revenue.
This obviously runs counter to Airbnb's mission of "authentic places", "community", and "local hosts." But as Benedict Evans points out in his latest newsletter, "where there is money and people, there will be scams." And Airbnb is obviously doing everything it can to quash this kind of activity, especially as it prepares for a possible IPO this year. The company has a policy of zero tolerance.
Fraud and government regulation are likely to be the two biggest kinks to work out as the company gets ready for public consumption. I am sure an equilibrium will be found; it's just going to take some time and a few lawyers. It goes to show you just how challenging startups can be when you combine digital (tech) and physical (real estate).
