For years, platforms such as Airbnb, Booking.com, and Vrbo have been key “distribution channels” for short-term rental property owners and managers. However, the increasing burden of commissions, combined with limited control over customer data, is intensifying industry dissatisfaction. The need to reduce distribution costs and limit dependence on a few major “players” is pushing more and more professionals toward alternative solutions, with direct bookings gaining momentum.
The bet on subscription models
One of the most interesting trends emerging toward this solution is the adoption of subscription models—not for travelers, but for hosts and property managers themselves. The Lake.com platform launched an annual subscription program in early April, enabling direct bookings without commissions. The target is mainly small owners with fewer than 10 properties, while dozens of managers have already joined. Similarly, Savvy (formerly bnbfinder) is preparing to enter the same model in the autumn of 2026, aiming to offer an alternative for travelers seeking direct bookings.
The challenges
The challengesThe model is not new. Vrbo itself started in 1995 as a subscription service for property owners, before shifting to the current model based on commission. However, applying it today involves risks. Platforms still bear customer acquisition and support costs, which limits profit margins. At the same time, the issue of “adverse selection” arises: large hosts with high booking volume benefit from subscriptions, while smaller ones may remain in commission models, reducing overall efficiency for platforms.
New zero-cost models and a market expansion strategy
In the same direction of innovation, Hospitable introduced the first permanent “$0 PMS tier,” offering free access to basic management functions. The strategy targets a large untapped segment of the market, since—according to AirDNA data—64% of operators in the U.S. do not use any management software at all. Similarly, Houfy adopts a no-commission model, betting on additional services and community growth to generate revenue.
“Fee fatigue” and an anti- Airbnb climate
This shift is reinforced by a growing wave of dissatisfaction with the major platforms, with Airbnb at the center. The change in the commission structure, as well as restrictions on communication outside the platform, intensify so-called “fee fatigue.” This phenomenon becomes more intense in 2026, as it coincides with economic pressure both on travelers and on hosts’ profit margins.
Realism instead of “revolution”
Despite the momentum of new models, market players themselves appear realistic. The dominance of the major platforms is unlikely to be overturned immediately. Instead, the strategy focuses on serving a more “aware” audience that prefers direct bookings and greater transparency.
Prospects for a new wave of disruption
History shows that innovation in the hospitality sector can lead to radical disruption—as happened with the rise of Booking.com, Airbnb, and Vrbo. The question now is whether pressure from the base of the market—hosts and property managers—will lead to a new adjustment of business models or even a new wave of disruption. In any case, the battle for control of distribution and customer relationships is in full swing, with direct booking emerging as a key competitive arena in the coming years.
