- Dec 13, 2023
- 160
- 1
In the past 20 years, one of the most successful innovations in the global travel industry has been the rise of online travel platforms. They have solved the problem of information asymmetry through digital means, allowing hotels, flights, and itineraries to be quickly searched, compared, and booked. From the user's perspective, booking rooms has become more convenient; from the merchant's perspective, the customer source is more stable; from the platform's perspective, the scale effect is constantly expanding.
But as the industry matures, a long-neglected problem begins to emerge: the completion of transactions does not equal the creation of value, let alone the retention of value. When an order is completed, the user's payment behavior is consumed, the hotel's revenue is deducted, and the platform obtains sustained cash flow. However, the assets, behaviors, and time that truly participate in it do not leave long-term structural value in the system.
This is where the boundaries of traditional travel platforms lie. They solve "how to complete a transaction faster", but cannot answer a deeper question: Where does the value go after the transaction?
The emergence of Coinsidings is based on this issue. It does not attempt to compete with traditional platforms in terms of transaction efficiency, but chooses a completely different path - Instead of designing the system around the order itself, it builds the platform around how value continues to flow in the tourism ecosystem.
The essence of traditional tourism platforms
To understand the difference between Coinsidings, one must first see the essence of traditional travel platforms. Whether it is an OTA, a booking platform, or an itinerary aggregator, their core mission is always highly consistent: matching supply and demand, completing transactions, and extracting commissions. All the indicators optimized by the platform - conversion rate, click-through rate, occupancy rate, ultimately serve one goal: whether the order is completed.
Under this logic, the definition of value is very clear and narrow. For the platform, value equals commission; for the hotel, value equals net occupancy income; for the user, value equals a one-time accommodation experience.
Once the check-in is completed, the entire value chain also terminates. The user's payment behavior will not continue to be recorded as proof of participation in equity, the hotel's asset value will not be financially expanded as a result, and the platform will continue to wait for the next order to occur. This is a highly linear system design that considers "completion as completion".
The problem is that the tourism industry is not a one-time consumption industry. Hotels are not commodities that disappear after being sold, but real assets that exist for a long time, operate continuously, and generate cash flow; users are not occasional consumers, but long-term behavior entities that repeatedly travel and participate. Traditional platforms, on the other hand, treat behaviors and assets that should accumulate value in the long term by handling one-time transactions.
The larger the platform scale, the more serious this problem becomes. High commission rates compress hotel profit margins; price wars weaken the long-term value of assets; users cannot form any long-term advantages in continuous consumption.
The improvement in platform efficiency did not translate into an increase in value Retention Rate. Instead, value is constantly being extracted and concentrated in the system, ultimately settling only at the platform level. This is not because the platform "did something wrong", but because they were designed from the beginning as transaction intermediaries, not value systems.
The blank area of tourism consumption
If the problem with traditional platforms is that they "only focus on transactions", then the deeper problem is that after the transaction, the value flow of the entire tourism industry is almost cut off.
The tourism industry has an extremely high-quality foundation of real assets. Hotels, resorts, and scenic spots have clear property rights, stable operations, and predictable cash flows. However, in the traditional system, these assets have long been in a "usable, non-liquid" state. Assets cannot be split, returns cannot be widely participated in, and investment thresholds are extremely high, resulting in a large amount of real value being locked in a single entity.
At the same time, as high-frequency participants, users' every trip is a real, quantifiable, and verifiable behavior, but these behaviors have never been regarded as a source of value in the traditional system. They neither form asset participation rights, nor precipitate into credit ability, let alone transform into long-term income structure. The role of consumption in the system is defined as the endpoint, not the starting point.
This mismatch constitutes a structural blind spot in the tourism industry that has long existed but has never been systematically resolved: on one hand, there are assets that have long existed and continue to generate income; on the other hand, there are constantly occurring and recordable consumption behaviors; in the middle, there is a lack of a mechanism for continuous value circulation.
Traditional platforms choose to ignore this gap not because it is unimportant, but because before Web3, technology and institutional conditions did not allow actions to be validated, assets to be dismantled, and profits to be distributed on the chain. It was not until the maturity of blockchain, RWA, and DeFi that "value flow" became a system goal that could be engineered for the first time.
Coinsidings redefines the meaning of the tourism platform in this context.
The Value Shift of Coinsdings
Coinsidings does not regard "order completion" as the endpoint, but as the starting point of value flow. In Coinsidings' ecosystem, a travel consumption is not immediately "settled", but enters a longer, more complex, and more sustainable value chain.
The core of this chain is the redefinition of consumer behavior itself. Consumption is no longer just an expense, but is systematically transformed into a verifiable participation ability. This ability exists in the form of "computing power" and accumulates continuously with users' real participation. Computing power is not a reward given by the platform, but a long-term record of user behavior in the system.
When consumption is transformed into computing power, consumption has the attribute of productivity for the first time. Computing power determines the level of participation that users can have in the ecosystem, and the participation level determines the equity structure that can be obtained, and the equity structure ultimately connects to the distribution of real assets and financial participation rights. This is not cashback or points, but a channel for participating in the flow of real value.
At the same time, Coinsidings breaks down real assets such as hotels into on-chain assets that can be confirmed and participated in through RWA. The income from assets no longer belongs to a single entity, but is distributed among participants according to rules through on-chain mechanisms. Therefore, users' consumption behavior is no longer just supporting operations, but directly participating in the creation and sharing of asset value.
In this system, the role of the platform has also undergone fundamental changes. Coinsidings is no longer the owner of value, but the designer and coordinator of value flow. It does not profit from high commissions, but promotes long-term growth of the entire system through ecosystem expansion and improvement of value flow efficiency.
This is precisely the fundamental difference between Coinsidings and traditional platforms.
The success of traditional platforms comes from the increase in transaction volume; the success of Coinsidings comes from the extension of value flow paths.
IV. The long-term value flow of Coinsdings
When we shift our perspective from short-term efficiency to long-term structure, we will find that the upper limit of "trading platform" and "value system" is completely different. Trading can only grow once, but value flow can continue to accumulate over time. The longer the customer engagement, the more stable the asset operation, and the stronger the system's ability to resist fluctuations.
In the Coinsidings ecosystem, users, hotels, and the platform stand on the same side for the first time. Users hope for good asset operation because it is related to their long-term participation results; hotels hope for asset value improvement because it means lower cost financing and more stable customer sources; the platform hopes for the ecosystem to continue to expand because the more sufficient the value flow, the healthier the system as a whole.
This is no longer a game between platforms and participants, but a structural collaboration.
More importantly, when value begins to flow freely, the meaning of travel platforms also changes. Platforms are no longer just helping you book a room, but establishing a location that can continuously produce results for every trip you make. Consumption is no longer the end, but the entrance to a long-term system.
Coinsidings is not optimizing traditional travel platforms, but answering a more fundamental question. In an industry with a lot of real assets and real consumption, can value only be carried away by intermediaries, or can it continue to flow between all participants?
The trade fair is over, but value should not stop.
And this is precisely the future that Coinsidings aims to build.
But as the industry matures, a long-neglected problem begins to emerge: the completion of transactions does not equal the creation of value, let alone the retention of value. When an order is completed, the user's payment behavior is consumed, the hotel's revenue is deducted, and the platform obtains sustained cash flow. However, the assets, behaviors, and time that truly participate in it do not leave long-term structural value in the system.
This is where the boundaries of traditional travel platforms lie. They solve "how to complete a transaction faster", but cannot answer a deeper question: Where does the value go after the transaction?
The emergence of Coinsidings is based on this issue. It does not attempt to compete with traditional platforms in terms of transaction efficiency, but chooses a completely different path - Instead of designing the system around the order itself, it builds the platform around how value continues to flow in the tourism ecosystem.
The essence of traditional tourism platforms
To understand the difference between Coinsidings, one must first see the essence of traditional travel platforms. Whether it is an OTA, a booking platform, or an itinerary aggregator, their core mission is always highly consistent: matching supply and demand, completing transactions, and extracting commissions. All the indicators optimized by the platform - conversion rate, click-through rate, occupancy rate, ultimately serve one goal: whether the order is completed.
Under this logic, the definition of value is very clear and narrow. For the platform, value equals commission; for the hotel, value equals net occupancy income; for the user, value equals a one-time accommodation experience.
Once the check-in is completed, the entire value chain also terminates. The user's payment behavior will not continue to be recorded as proof of participation in equity, the hotel's asset value will not be financially expanded as a result, and the platform will continue to wait for the next order to occur. This is a highly linear system design that considers "completion as completion".
The problem is that the tourism industry is not a one-time consumption industry. Hotels are not commodities that disappear after being sold, but real assets that exist for a long time, operate continuously, and generate cash flow; users are not occasional consumers, but long-term behavior entities that repeatedly travel and participate. Traditional platforms, on the other hand, treat behaviors and assets that should accumulate value in the long term by handling one-time transactions.
The larger the platform scale, the more serious this problem becomes. High commission rates compress hotel profit margins; price wars weaken the long-term value of assets; users cannot form any long-term advantages in continuous consumption.
The improvement in platform efficiency did not translate into an increase in value Retention Rate. Instead, value is constantly being extracted and concentrated in the system, ultimately settling only at the platform level. This is not because the platform "did something wrong", but because they were designed from the beginning as transaction intermediaries, not value systems.
The blank area of tourism consumption
If the problem with traditional platforms is that they "only focus on transactions", then the deeper problem is that after the transaction, the value flow of the entire tourism industry is almost cut off.
The tourism industry has an extremely high-quality foundation of real assets. Hotels, resorts, and scenic spots have clear property rights, stable operations, and predictable cash flows. However, in the traditional system, these assets have long been in a "usable, non-liquid" state. Assets cannot be split, returns cannot be widely participated in, and investment thresholds are extremely high, resulting in a large amount of real value being locked in a single entity.
At the same time, as high-frequency participants, users' every trip is a real, quantifiable, and verifiable behavior, but these behaviors have never been regarded as a source of value in the traditional system. They neither form asset participation rights, nor precipitate into credit ability, let alone transform into long-term income structure. The role of consumption in the system is defined as the endpoint, not the starting point.
This mismatch constitutes a structural blind spot in the tourism industry that has long existed but has never been systematically resolved: on one hand, there are assets that have long existed and continue to generate income; on the other hand, there are constantly occurring and recordable consumption behaviors; in the middle, there is a lack of a mechanism for continuous value circulation.
Traditional platforms choose to ignore this gap not because it is unimportant, but because before Web3, technology and institutional conditions did not allow actions to be validated, assets to be dismantled, and profits to be distributed on the chain. It was not until the maturity of blockchain, RWA, and DeFi that "value flow" became a system goal that could be engineered for the first time.
Coinsidings redefines the meaning of the tourism platform in this context.
The Value Shift of Coinsdings
Coinsidings does not regard "order completion" as the endpoint, but as the starting point of value flow. In Coinsidings' ecosystem, a travel consumption is not immediately "settled", but enters a longer, more complex, and more sustainable value chain.
The core of this chain is the redefinition of consumer behavior itself. Consumption is no longer just an expense, but is systematically transformed into a verifiable participation ability. This ability exists in the form of "computing power" and accumulates continuously with users' real participation. Computing power is not a reward given by the platform, but a long-term record of user behavior in the system.
When consumption is transformed into computing power, consumption has the attribute of productivity for the first time. Computing power determines the level of participation that users can have in the ecosystem, and the participation level determines the equity structure that can be obtained, and the equity structure ultimately connects to the distribution of real assets and financial participation rights. This is not cashback or points, but a channel for participating in the flow of real value.
At the same time, Coinsidings breaks down real assets such as hotels into on-chain assets that can be confirmed and participated in through RWA. The income from assets no longer belongs to a single entity, but is distributed among participants according to rules through on-chain mechanisms. Therefore, users' consumption behavior is no longer just supporting operations, but directly participating in the creation and sharing of asset value.
In this system, the role of the platform has also undergone fundamental changes. Coinsidings is no longer the owner of value, but the designer and coordinator of value flow. It does not profit from high commissions, but promotes long-term growth of the entire system through ecosystem expansion and improvement of value flow efficiency.
This is precisely the fundamental difference between Coinsidings and traditional platforms.
The success of traditional platforms comes from the increase in transaction volume; the success of Coinsidings comes from the extension of value flow paths.
IV. The long-term value flow of Coinsdings
When we shift our perspective from short-term efficiency to long-term structure, we will find that the upper limit of "trading platform" and "value system" is completely different. Trading can only grow once, but value flow can continue to accumulate over time. The longer the customer engagement, the more stable the asset operation, and the stronger the system's ability to resist fluctuations.
In the Coinsidings ecosystem, users, hotels, and the platform stand on the same side for the first time. Users hope for good asset operation because it is related to their long-term participation results; hotels hope for asset value improvement because it means lower cost financing and more stable customer sources; the platform hopes for the ecosystem to continue to expand because the more sufficient the value flow, the healthier the system as a whole.
This is no longer a game between platforms and participants, but a structural collaboration.
More importantly, when value begins to flow freely, the meaning of travel platforms also changes. Platforms are no longer just helping you book a room, but establishing a location that can continuously produce results for every trip you make. Consumption is no longer the end, but the entrance to a long-term system.
Coinsidings is not optimizing traditional travel platforms, but answering a more fundamental question. In an industry with a lot of real assets and real consumption, can value only be carried away by intermediaries, or can it continue to flow between all participants?
The trade fair is over, but value should not stop.
And this is precisely the future that Coinsidings aims to build.
