A Quote by Gillian Tans

From the early days, Booking.com has been disruptive. Our aim is to create the best product for our customers, and we do that through constant innovation and testing. — © Gillian Tans
From the early days, Booking.com has been disruptive. Our aim is to create the best product for our customers, and we do that through constant innovation and testing.
We built TransferWise focused on customer innovation. That means we build our product based first and foremost on our customers.
The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.
You may be trying to drive in a particular direction that people don't necessarily understand at first. In our case, we knew the users we had in mind for this product. So in the early days, we looked at our customers, really just testers at that point, and we paid extra attention to the teams we knew should be using Slack successfully.
Maps help us in tracking our cabs - if they're idle, headed for a booking, or in the midst of a trip. With custom systems built atop maps using available APIs, we are able to manage our inventory extremely well, predict ETAs for customers, and optimally allocate the nearest cab to a booking request.
If a company truly wants to resolve the innovator's dilemma, it does need to be able to create wave after wave of disruptive innovation. And those disruptive innovations will typically grow to the point where they do cause some pain for leading companies. But most disruptive innovations create substantial new growth before they cause that pain.
Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?
A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in a tier of the market that is unattractive to the established leaders in an industry.
Never compromise on hiring the best talent. Build value, not valuation. We have never used tactics like giving discounts, cashback to make customers use our product. This way no one can create a sustainable business.
Fracking has been a real technological change that has caused great innovation in our business, and we've had the benefit of very low gas prices for our customers as a result of that.
The principles of disruptive innovation are indeed intended to be guidelines to assist managers both in introducing disruptive innovations as well as identifying disruptive developments in their market.
From our earliest days, Booking.com has been deploying technology to help strip the friction out of travel.
Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.
Our assimilation efforts are based on building long-term relationships and value with our customers, and the success of these efforts is measured partly by our ability to stimulate customers to make a second purchase within 90 days.
The American work ethic is something to be admired. Our workforce, regardless of position, works hard to produce the best product and serve customers to the best of their ability.
We have been in contact with our customers, we've been actively talking to them. Our customers are important to us, so we decided to compensate appliance repairs.
We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either.
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