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Guest Outraged After Being Charged for Water at Couple's Outdoor Wedding on a Humid, Sunny 95-Degree Day
Guest Outraged After Being Charged for Water at Couple's Outdoor Wedding on a Humid, Sunny 95-Degree Day

Yahoo

time6 days ago

  • General
  • Yahoo

Guest Outraged After Being Charged for Water at Couple's Outdoor Wedding on a Humid, Sunny 95-Degree Day

To make matters worse, the bar was cash-only. There's no denying that a wedding is all about the couple of honor, but that doesn't mean their guests should be ignored: As a bride or groom, part of your responsibility on the wedding day is being a great host. That means you should greet your attendees, ensure they're well taken care of, and provide food and drinks for them—at a minimum. While not every wedding has a full open bar, etiquette rules generally state that there should be a selection of free beverages, both alcohol and non-alcoholic. At a recent wedding, though, that wasn't the case. According to a Reddit post on the website's /weddingshaming thread, guests showed up for a couple's outdoor ceremony and reception and learned that anything from the bar—including water—would need to be paid for by the attendees. That wasn't even where the communication breakdown began. "I knew nothing coming into this wedding aside from the time and place. That was the only information given on the invitation, and there was no wedding website to get more information," the original poster explained. "Turns out, it was an outdoor wedding on a humid 95° and sunny afternoon (thought it was indoor because I looked up the venue). People were in shorts, tees, and slip-ons, and others were in floor-length gowns. One lady was in a full white dress." Related: Bride Called "Manipulative and Selfish" for Secretly Selling Alcohol to Guests at Dry Wedding The ceremony itself went fairly well, the OP noted. Other than the heat and crying kids, everything went as planned and was relatively quick. As guests moved to cocktail hour, there was "no direction on what to do." "I follow the herd to the bar line. At this point, I am drowning in my own sweat, and all I want is water," the original poster wrote. "I'm not paying attention to the people in front of me because I'm busy trying to fight off flies. My turn in line and I ask for water. 'You got it, $2.' I look up and I see the sign. No free beverages- period. Not even water." Too hot to argue, the guest handed the bartender their credit card before learning that it was a cash-only bar. Luckily, they had some money in their purse. The guest went on to note that they "felt sick from the heat" by dinner and had "little interest in socializing." Dinner was a buffet, which the OP noted looked "homey"—"No problem," they wrote. "Who doesn't love a home cooked meal?" Unfortunately, by the time it was their turn to grab dinner, everything was covered in flies. Dessert was also covered in bugs, the poster explained, but that wasn't a problem since there were no plates or forks for the cake. "I truly don't feel like this was real life," the guest wrote. "Like this had to be a practical joke, right?" Other Reddit users agreed that the wedding sounded like a mess, and they all took issue with the lack of free water for attendees. "I truly am an easy going guest. I have zero issue with cash bars, I will very rarely complain about the choices a couple made to celebrate their big day. But at a wedding in the dead of summer, you gotta provide some kind of beverage to your guests," one user wrote. Another added, "I have no issue with a dry wedding in the traditional sense. It's totally fine with me if there's no alcohol BUT dry does NOT mean literally dry where you can't even get water! In this instance, a cash bar is beyond shame worthy." Up Next: A Bride-to-Be Was Furious After Her Future In-Laws Booked a Sports Bar With "Bad" Reviews for the Rehearsal Dinner Read the original article on Brides Solve the daily Crossword

Airbnb: A Capital-Light Compounder Hiding in Plain Sight
Airbnb: A Capital-Light Compounder Hiding in Plain Sight

Yahoo

time21-07-2025

  • Business
  • Yahoo

Airbnb: A Capital-Light Compounder Hiding in Plain Sight

There are very few businesses in the world where demand grows, margins expand, capital needs shrinkand yet the market stays skeptical. Airbnb is one of them. For most of its life, Airbnb has been misunderstood. It was called a tech startup. Then a travel rebound play. Then a meme IPO. Today, it's simply a cash machine that runs with no physical inventory, minimal capital expenditure, and compounding brand equity in 220 countries. This is not a story stock. It's a structurally advantaged platform with embedded network effects, high-margin scale, and a founder still running the show. This could be described as simple, proven, and unusually resilient. Let's break it down. Warning! GuruFocus has detected 3 Warning Sign with ABNB. Airbnb is a global travel platform that connects guests to hosts offering short-term rentals, long-term stays, and experiences. It doesn't own properties. It doesn't operate hotels. It simply facilitates transactions between supply and demandand collects a take rate for doing so. Guests book stays. Hosts provide homes. Airbnb charges both. It makes money when people travel, but unlike hotels or airlines, it has no physical assets tying it down. The business model scales with almost zero incremental cost. Airbnb isn't just a booking site it's a global operating system for travel. By the end of 2024, over 5 million hosts had welcomed guests across 220 countries and regions. The company has now facilitated more than 2 billion guest arrivals a staggering figure that reflects both the platform's global reach and repeat engagement. In 2024 alone, travelers booked 492 million nights and experiences. That kind of volume isn't a one-off surge it's the compounding power of a model that grows stronger with every stay. Revenue is driven by Nights and Experiences Booked (NEBs), average daily rate (ADR), and take rate. Margins are lifted by the platform's asset-light DNA, which removes most fixed costs and creates operating leverage as volume scales. Airbnb's product segments include: Stays (the core): short- and long-term rentals. Experiences: in-person or virtual activities hosted by locals. Airbnb for Work: corporate and team travel. Its power lies not just in what it offersbut in what it doesn't need to offer. There's no capex drag, no inventory risk, and no geographic dependency. The global travel accomodation (lodging) industry is massive, it is expected to reach over $2 trillion by 2033but it's still quite fragmented. Hotels, hostels, and vacation rentals all compete for travelers' wallets. Online Travel Agencies (OTAs) like Booking Holdings (NASDAQ:BKNG) and Expedia (NASDAQ:EXPE) sit between supply and demand, collecting fees. Airbnb operates in this same spacebut with a fundamentally different structure. Let's run it through Porter's Five Forces: Competitive Rivalry: Highbut mostly indirect. Expedia owns Vrbo, Booking pushes alternative accommodations. But Airbnb's brand has become a verb. No competitor has matched its community, design, and product consistency at scale. Threat of Substitutes: Moderate. Hotels remain an alternative. But the pandemic changed traveler behavior. People now seek privacy, kitchens, flexibility, and unique experiences. Airbnb wins here. Buyer Power: Low. Millions of users, no major customer concentration. Supplier Power: Fragmented. Hosts are individuals or small operators, with little collective leverage. Barriers to Entry: Very high. Network effects, brand trust, and regulatory relationships are hard to replicate. The trust loop (reviews, identity, payments, safety) is a deep moat. Its primary moat is a combination of network effects, brand, and scale efficiency. As more hosts join, more guests book. As more guests book, more hosts list. This feedback loop creates high switching costs for both sides. It also benefits from a growing data advantageAirbnb sees pricing, booking trends, and guest preferences across millions of listings. This allows better matching and dynamic pricing over time, improving user experience and profitability. The moat is widening. New features like AirCover (insurance), verified listings, and AI-driven matching deepen customer loyalty. Competitors can replicate some featuresbut not the trust that's been built over 15 years. Brian Chesky, Airbnb's co-founder and CEO, still controls the narrative. He owns around 11% of the company economically but holds over 30% of the voting power through high-vote Class B shares. That gives him both skin in the game and the final word a setup built to prioritize long-term compounding over short-term noise. Chesky has shown flexibility as a leader. In 2020, when the pandemic froze travel, Airbnb laid off 25% of staff and rewrote its roadmap to focus on core hosting. That discipline helped the company return to profitability quicklyand today, Airbnb runs leaner than most tech peers. Capital allocation has been rational. Airbnb doesn't pay a dividend but uses excess cash for buybacks. No splashy M&A. Just excess cash funneled into buybacks. Since 2023, it has repurchased $6.5 billion worth of stock, with another $2.5 billion still authorized. No empire-building. No gimmicks. Just a machine quietly returning cash while it compounds. The compensation plan is increasingly tied to FCF and adjusted EBITDA growthaligning incentives with durable profitability. This is not a management team chasing quarterly targets. They're optimizing for optionality, longevity, and resilience. It is the managerial candor with rational capital deployment. The numbers tell the story. Airbnb has graduated from blitzscaling to sustainable, capital-light compounding. In 2019, revenue was $4.8 billion. By 2024, it reached $11.1 billiona CAGR of ~18.2%, despite a pandemic pause. More impressively, net income grew from a ($674 million) loss in 2019 to $2.65 billion profit in 2024nearly 24% net margin. Gross margin sits at 83%, among the highest in travel. Operating margin reached 23%, thanks to disciplined cost structure and high incremental margins. Free cash flow was $4.5 billion in 2024, a 40% margin. ROIC stands at 28%, versus an estimated 11.5% weighted average cost of capital. Airbnb creates value with every dollar it touches. And it does it with minimal reinvestmentcapex was only $34 million last year (0.3% of revenue). The company is net cash positive, with $10.6 billion in cash and $2 billion in zero-percent convertible debt. It has no liquidity issues, no looming maturities, and full flexibility to investor return capital. At ~$139 per share, Airbnb trades at around 35x trailing earnings and 17.4x forward FCF. That's not cheapbut I do not think it's expensive for what you're getting. This is a 24% net margin, 40%+ FCF margin business, growing double digits, with high ROIC of 28%. The market is pricing in mid-teens earnings growthexactly what Airbnb has been delivering. Among platform-based businesses, Airbnb stands out for its combination of profitability, capital efficiency, and strategic clarity. Booking Holdings, despite a lower free cash flow margin of 33%, trades at a premium 21.4x forward free cash flow. Expedia appears attractively priced at 11.3x, yet faces structural headwindsincluding brand fragmentation, ongoing technology integration challenges, limited traction in alternative accommodations, and continued dependence on paid traffic. Marriott, by contrast, posts a robust 39.4% free cash flow margindriven by its scale and recurring revenue modelbut trades at a premium 26.3x forward FCF. Airbnb, with its capital-light structure and global brand strength, strikes a more compelling balance. It combines high free cash flow margins with lower reinvestment needs, supporting a more scalable and flexible growth profile. For investors evaluating high-growth platforms, these comparisons underscore the long-term value of monetization efficiency, structural leverage, and disciplined capital allocationkey elements as the company transitions from top-line growth to durable free cash flow generation. This isn't a bet on travelit's a bet on platform leverage in a massive, fragmented market. No investment is risk-free. Airbnb faces: Regulatory tightening: Cities like New York and Barcelona are cracking down on short-term rentals. This could limit supply or require costly compliance. Macroeconomic risk: Travel demand can fall in recessions. A weaker consumer, or geopolitical shocks, could hit bookings. Brand reputation: Safety incidents or bad PR can erode trust. Airbnb must maintain its host screening, guest review, and resolution systems. Competitive response: Hotels are adapting. OTAs are investing in alternative lodging. But Airbnb's moat still appears intact. These are real risksbut manageable. Airbnb has diversified geographically and pivoted before. Regulation may constrain supplybut that could increase pricing power for remaining listings. Airbnb isn't cheap on traditional metricsbut it's not traditional. It's a capital-light, global platform with widening moats and disciplined leadership. This is a wonderful business at a fair price. Not a bargain-bin stockbut a structurally advantaged one that could quietly compound for a decade. Many investors could think Airbnb is a cyclical travel name. But the numbers say otherwise. This is a cash-generating platform with software-like economics and global scale. If you want durable growth without the capex, with a founder still running the ship, and a model that gets stronger the more it scalesthis might just be your long-term compounder. This article first appeared on GuruFocus.

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