A-listers are becoming short-term rental hosts. But you might have to sign an NDA or stay in a celeb’s sneaker closet.
3 min
Martha Stewart’s 150-plus-acre property in Bedford, N.Y., includes a farm with horse stables and a chicken coop, a fruit orchard, a peacock pen and seven stately houses.
One of the abodes opened for a night’s stay this month.
The domestic goddess is among the A-listers, including Gwyneth Paltrow and Mariah Carey, putting their estates or penthouses up for short-term stays on rental sites such as Airbnb and Booking.com for nominal fees or no cost at all.
“It is a very pleasant weekend in the country,” Stewart said in an interview.
Why would a celebrity invite strangers to traipse through their home? Rental companies can use the attention to reach new audiences and distract from public criticism over hassles such as rising fees. Luminaries can promote their own brands, and guests get to briefly live like a star, in a highly orchestrated way.
Stewart said she had never used Booking.com or Airbnb for her own travel, and was intrigued by what the experience would be like as the homeowner. She recently announced that one of her farmhouse’s residences—her “tenant house”—in Bedford, would be bookable for two guests for one night starting Nov. 18. The Thanksgiving-themed overnight (Thanksgiving is among her favourite holidays) included a guided tour of the farm, a wreath-making class and a brunch with Stewart herself.
In keeping with the holiday vibe, the getaway was priced at $11.23, as in Nov. 23, this year’s Thanksgiving date.
The two-bedroom cottage where her guests stayed is always prepared for visitors, she said. (Of course it is.) That meant she didn’t have to worry about removing personal items, and she was unfazed about opening her home to people she didn’t know.
But don’t expect to post all over Facebook about your stay at Martha’s. Booking.com said celebrities can ask their guests to sign nondisclosure agreements, something Stewart required for hers. What exactly it is like to spend a night in any of these VIP homes will likely remain rarefied knowledge.
Celebrities are compensated for the home stays; Leslie Cafferty, Booking.com’s chief communications officer, declined to disclose how much.
People have long had a voyeuristic fascination with the lifestyles of the rich and famous. In Los Angeles, companies compete to offer celebrity-home tours, where passengers crane to see mansions behind gates and humongous hedges while sitting in faraway buses. Dwellings with even a patina of historic relevance draw fans. “George Washington slept here!” says a title for one Virginia farmhouse on Airbnb. (Wrote one reviewer: “This is a beautiful old home with wonderfully scenic views. There are horses, donkeys, and the oddest assortment of charismatic dogs.”)
Some can even be enthralled to sleep in a dorm room—if it once housed American royalty-turned-U. S.-president. At Harvard University, visiting politicians and notable figures including actor Alec Baldwin have stayed overnight at John F. Kennedy’s senior-year dorm suite, though it hasn’t been available for personal use for several years.
Companies such as Airbnb have faced scrutiny over soaring cleaning fees and host demands. In September, New York City began cracking down on short-term rentals by requiring hosts to register with the city and meet multiple requirements, such as not renting out an entire property. During a recent travel-industry event, Airbnb’s CEO Brian Chesky acknowledged seeing thousands of complaints on social media about rising rental costs.
The inexpensive and publicity-drawing celebrity home stays are one of several ways short-term rental companies are marketing to new hosts and guests.
Earlier this year, Paltrow invited guests to spend the night at her Montecito, Calif., home free of charge through Airbnb. The sunny, white-marbled rental featured a bathroom filled with products from Goop, Paltrow’s lifestyle company, and activities such as transcendental meditation. Through Airbnb, Ashton Kutcher and Mila Kunis opened up their Santa Barbara beach house. The stars greeted their guests personally, and Kutcher documented part of their stay on his Instagram. Airbnb declined to comment.
Those who walk through the doors of a celebrity-anointed home might wonder: Should they expect to see family photos, or Paltrow’s personal trinkets hanging on the walls? And do they really get the run of the whole house?
That is up to the stars, Cafferty said. The entirety of Stewart’s guesthouse is available for the duration of the guests’ stay. Carey, the queen of Christmas, opened both her New York City penthouse and her rental home in Beverly Hills, Calif., to fans via Booking.com—yet Carey’s penthouse was only available for a cocktail hour; her guests stayed overnight at The Plaza Hotel.
Producer DJ Khaled opened only one room of his Miami house for Airbnb—his sneaker closet. To be fair, his sneaker closet doesn’t look like your sneaker closet. His is the size of a small dorm room, large enough for a bed for two, a shoeshine station and floor-to-ceiling sneakers (which guests weren’t allowed to touch). This was bookable last year for $11.
One of the guests who spent the night with DJ Khaled’s shoes wrote that the stay came with a free sneaker-shopping trip and chauffeurs, deeming it “an experience from start to finish.” No word on how the sneaker closet smelled, though the reviewer called it “immaculate.”
Sarah Jessica Parker invited two guests to her Hamptons home via Booking.com. It came with access to a crystal-blue private beach, a free pair of heels from Parker’s shoe line and reservations at some of her favorite local restaurants (though no appearance from Parker herself). Her rental went up for $19.98—priced for the year “Sex and the City” premiered.
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Multinationals like Starbucks and Marriott are taking a hard look at their Chinese operations—and tempering their outlooks.
4 min
For years, global companies showcased their Chinese operations as a source of robust growth. A burgeoning middle class, a stream of people moving to cities, and the creation of new services to cater to them—along with the promise of the further opening of the world’s second-largest economy—drew companies eager to tap into the action.
Then Covid hit, isolating China from much of the world. Chinese leader Xi Jinping tightened control of the economy, and U.S.-China relations hit a nadir. After decades of rapid growth, China’s economy is stuck in a rut, with increasing concerns about what will drive the next phase of its growth.
Though Chinese officials have acknowledged the sputtering economy, they have been reluctant to take more than incremental steps to reverse the trend. Making matters worse, government crackdowns on internet companies and measures to burst the country’s property bubble left households and businesses scarred.
Now, multinational companies are taking a hard look at their Chinese operations and tempering their outlooks. Marriott International narrowed its global revenue per available room growth rate to 3% to 4%, citing continued weakness in China and expectations that demand could weaken further in the third quarter. Paris-based Kering , home to brands Gucci and Saint Laurent, posted a 22% decline in sales in the Asia-Pacific region, excluding Japan, in the first half amid weaker demand in Greater China, which includes Hong Kong and Macau.
Pricing pressure and deflation were common themes in quarterly results. Starbucks , which helped build a coffee culture in China over the past 25 years, described it as one of its most notable international challenges as it posted a 14% decline in sales from that business. As Chinese consumers reconsidered whether to spend money on Starbucks lattes, competitors such as Luckin Coffee increased pressure on the Seattle company. Starbucks executives said in their quarterly earnings call that “unprecedented store expansion” by rivals and a price war hurt profits and caused “significant disruptions” to the operating environment.
Executive anxiety extends beyond consumer companies. Elevator maker Otis Worldwide saw new-equipment orders in China fall by double digits in the second quarter, forcing it to cut its outlook for growth out of Asia. CEO Judy Marks told analysts on a quarterly earnings call that prices in China were down roughly 10% year over year, and she doesn’t see the pricing pressure abating. The company is turning to productivity improvements and cost cutting to blunt the hit.
Add in the uncertainty created by deteriorating U.S.-China relations, and many investors are steering clear. The iShares MSCI China exchange-traded fund has lost half its value since March 2021. Recovery attempts have been short-lived. undefined undefined And now some of those concerns are creeping into the U.S. market. “A decade ago China exposure [for a global company] was a way to add revenue growth to our portfolio,” says Margaret Vitrano, co-manager of large-cap growth strategies at ClearBridge Investments in New York. Today, she notes, “we now want to manage the risk of the China exposure.”
Vitrano expects improvement in 2025, but cautions it will be slow. Uncertainty over who will win the U.S. presidential election and the prospect of higher tariffs pose additional risks for global companies.
For now, China is inching along at roughly 5% economic growth—down from a peak of 14% in 2007 and an average of about 8% in the 10 years before the pandemic. Chinese consumers hit by job losses and continued declines in property values are rethinking spending habits. Businesses worried about policy uncertainty are reluctant to invest and hire.
The trouble goes beyond frugal consumers. Xi is changing the economy’s growth model, relying less on the infrastructure and real estate market that fueled earlier growth. That means investing aggressively in manufacturing and exports as China looks to become more self-reliant and guard against geopolitical tensions.
The shift is hurting western multinationals, with deflationary forces amid burgeoning production capacity. “We have seen the investment community mark down expectations for these companies because they will have to change tack with lower-cost products and services,” says Joseph Quinlan, head of market strategy for the chief investment office at Merrill and Bank of America Private Bank.
Another challenge for multinationals outside of China is stiffened competition as Chinese companies innovate and expand—often with the backing of the government. Local rivals are upping the ante across sectors by building on their knowledge of local consumer preferences and the ability to produce higher-quality products.
Some global multinationals are having a hard time keeping up with homegrown innovation. Auto makers including General Motors have seen sales tumble and struggled to turn profitable as Chinese car shoppers increasingly opt for electric vehicles from BYD or NIO that are similar in price to internal-combustion-engine cars from foreign auto makers.
“China’s electric-vehicle makers have by leaps and bounds surpassed the capabilities of foreign brands who have a tie to the profit pool of internal combustible engines that they don’t want to disrupt,” says Christine Phillpotts, a fund manager for Ariel Investments’ emerging markets strategies.
Chinese companies are often faster than global rivals to market with new products or tweaks. “The cycle can be half of what it is for a global multinational with subsidiaries that need to check with headquarters, do an analysis, and then refresh,” Phillpotts says.
For many companies and investors, next year remains a question mark. Ashland CEO Guillermo Novo said in an August call with analysts that the chemical company was seeing a “big change” in China, with activity slowing and competition on pricing becoming more aggressive. The company, he said, was still trying to grasp the repercussions as it has created uncertainty in its 2025 outlook.
Few companies are giving up. Executives at big global consumer and retail companies show no signs of reducing investment, with most still describing China as a long-term growth market, says Dana Telsey, CEO of Telsey Advisory Group.
Starbucks executives described the long-term opportunity as “significant,” with higher growth and margin opportunities in the future as China’s population continues to move from rural to suburban areas. But they also noted that their approach is evolving and they are in the early stages of exploring strategic partnerships.
Walmart sold its stake in August in Chinese e-commerce giant JD.com for $3.6 billion after an eight-year noncompete agreement expired. Analysts expect it to pump the money into its own Sam’s Club and Walmart China operation, which have benefited from the trend toward trading down in China.
“The story isn’t over for the global companies,” Phillpotts says. “It just means the effort and investment will be greater to compete.”
Corrections & Amplifications
Joseph Quinlan is head of market strategy for the chief investment office at Merrill and Bank of America Private Bank. An earlier version of this article incorrectly used his old title.
