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The CEO transition comes at a good time for the company. We have a strong leadership team and are very excited about the future, including the strong pipeline of innovation we will deliver to our customers and merchant partners in the coming months.
New competences, new channels, new geographies versus doubling down or tripling down on the same businesses.
Some people speculate things that we might do, but we're just continually to organically execute our increase in accommodations on our main platform.
There's an entrepreneur right now, scared to death, making excuses, saying, 'It's not the right time just yet.' There's no such thing as a good time. I started an apparel manufacturing business in the tech-boom years. I mean, come on. Get out of your garage and go take a chance and start your business.
I’m a hands-on operator, and I have a background in software. Right outside my door, they are building the site. There’s not a semicolon on any of our sites that isn’t A/B tested. ~ Darren Huston
Everything goes through a lifecycle. The real question is what’s the sustainable business model for these companies. A real business is up to the cash flow you make, and if there’s no model at the end of the day, things will fall out. A lot of ideas do come through that [unicorn] space, but eventually, every one of these companies has to grow up.” Darren Huston on the fate of ridesharing “unicorns” Uber and Blablacar.
I really enjoyed the fresh perspectives Olivier brings to dealing with extreme change in business. The Dualarity is a must read for those who embrace the concepts of rapid iteration and paradox in the digital age.”
Google of course respects us as an advertiser,” said Huston, whose company accounts for about 3 percent of Google’s ad revenue. “They’d like to get more of my money.”
Understanding what delight means for our customers and consistently delivering on that, all day, all night, from anywhere in the world.
We like selling experience versus selling things. We also believe there’s a large body of customers who are looking for value more than just saving a dollar on a hotel room.”
We’d like to win not through constantly buying customers, but more creating experiences that customers want to have. That’s been the belief. I think that across the [Priceline] Group we believe in creating great products that people actually want to use and great customer experiences. That will, at the end of the day, carry the day. That’s a more valuable way to create a long term sustainable business than being in the market every year having to re-buy your customers.”
[W]e don’t treat customer service as a cost center . . . and we don’t outsource customer service to save money. We apply the same rigorous hiring standards in that department as in any other function. We strongly believe that our service centers are a critical part of the customer experience and that if something goes wrong and we’re able to fix it, we’ll have that customer for life. And our data confirms that.” - Darren Huston
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