Thanks to need to Grow By Joe. This video is about how to build a productive sales
team. My name is Joe Camberato. as you know. And this is our VP of sale. -How's
everybody doing out there? Patrick Manning, VP of Sales, The National
Business Capital. -Cool, awesome. So. this is my sales floor. (Applauding)
So today, we're talking about how to build a productive sales team. We've got,
I think about 7 different tips that we're going to share with you guys. And
so you can get your sales to be as productive as that and to get you create
that excitement. It's not an easy task. It's taken a number of years to get to
this. I think we have over 50 sales people now. Put a hundred
people in the company. And we're going to share some really cool stuff that'll be
helpful to you. And you know, we started the sales team from absolutely nothing.
It's definitely a challenge and there's a lot of different areas of focus. And
we're going to talk about that just... -And like Joe said, we have some really
cool things to go over. So, Stay tuned. -So, obviously my goal here is to help you
grow your business and in this video is how to grow your sales team. It's taking
some time to get to that and having 50 rock star sale reps won't happen
overnight. But we're going to share some of the
tips and secrets that have helped us, you know, grow our sales team and it's a
constant attention to detail. But with some of these things, it'll help maybe
fast-forward you and building your team and hopefully get you on the path to
grow in your business even faster. So, first thing that we'll talk about is
people. I mean Pat, how important has it been to have the right people on the
sales team? -It's been it's been extremely important. Up to this point, you know,
there have been periods of time for the growth of the business that maybe that
wasn't such a focus of ours. And we've seen at times a lot it wound up taking a
step back for us. You know, something that we discovered along the way here is
to always continue hiring and trying to find the right individual. And a lot of
times in sales, that can be a tricky thing to do because it is such a
psychological game. So, finding individuals that, you know, have structure
in their life and, you know, are motivated and have a clear mindset
really help, you know, ultimately attain the end-goal and really help us to
continue to win. -Awesome. And you know, a lot of people think, "Oh, I have more sales
people I'll do more sales." And how funny is that that's not always the case. That
sometimes more people, you actually want to do in less sales because they take
away, you know, from the leads or mess up the sales process. So, I think we
found over the years that we've been up also do you know more with less. And I
think it's so important that you have the right people on the team because eat
more bodies doesn't equal more. -Absolutely. And it's a great point and
it's an interesting point. And I'm sure some people are out there sitting there
thinking, "How am I going to do more with less?" But the truth of the matter is,
you know, if you're bringing in and you're focusing on quantity over quality.
You could actually find that there are people that you're bringing onto your
team they're actually going to help drag others around them. So, having the right
individuals in place that all you know, have these same morals and same values
and understand the the greater good of the company and what it is that you're
trying to serve, ultimately will help you reach that goal a lot quicker. -Awesome. So
if they're not the right person, if they're not culturally fit, if they don't
share in those vision and values of the company, it's just not worth bringing
into the organization because it'll probably be more destructive than it
will be constructive. -Absolutely. We've seen that ourselves. -So, once you kind of
have... Once you kind of identified what that right, you know, person is. --That right
fit, it's definitely a process to bring on the right person in. But it's
better to be slower with that. Hire slow and not fast so you can really, you know,
focus on bringing that right person in. But once we kind of nail down the right
people... You know, I think the number 2 most important thing really is having
the right marketing. And you know, if you got people and you're bringing you know
more sales rep in, you're going to have to be able to fuel that sales team.
Having that right marketing in place that's going to drive qualified leads,
is super important. It's been a big focus of ours. And driving in the
right type of leads, qualified leads into the business. So, you're going to bring
people in. Step 2, that you're really going to have to have in place is going to be...
Just going to be marketing. And I think it's kind of that simple. -Yeah. Now, I couldn't
agree more. You know, every highly motivated salesperson that is coming
into the organization really looking to earn is going to be looking for
that opportunity. And if you don't have the marketing in place and the brain to
go behind them, you know, they're not going to feel like they have that
clearly laid out path of how they can get from point A to point B. And
ultimately reach that success they're looking to reach. -So, I think once we nail
down the people, the marketing, this could probably must be the
number one most important thing besides people. And it's been a big contributor
to... Contributor to our success with the company is the systems, the
process and having the right tools in place. And you know, I always talk about
this a lot in a lot of different videos. And I talk about this a lot with
business owners. And forget your sales team and your business in general. You
have to have the right systems and process in place. But how important, you
know, how would you say it's been to have the right systems and process
in place for our team? -I think you hit the nail on the head when
you said that it could probably be the most important factor. You know, you could
have the right people in place and the marketing. But if you don't have the
process to keep everything organized, it's going to be extremely hard to scale
your business at that time. You're going to find yourself get to a point where you
have the right individuals, you're bringing the business in. But you don't
have the processes in place to carry it out. And you want have actually
bottlenecking. And what that ultimately happens is it's a negative effect on the
customer experience. Which is why we show up every day is to give that high
level customer experience and ultimately, you know, satisfy our clients. -Yep.
Absolutely. Super important and customer experience definitely is everything. You
know, I guess too... I was talked about this. I mean the way to win in any business is
to be able to handle volume. You know, if you can't handle volumes and
you're never gonna be able to hit the sales numbers that you want to hit. You
have to have those systems and processes in place
in order to handle the volume. So, it's so it's super important. If you're trying to
grow your sales, you need those processes. And on top of that, I think you
having the right tools in place for your sales team to utilize is extremely,
extremely important too. -Yeah. Everything that you're talked about here really
acts as the foundation in building a piece of construction. Any
time you're gonna try to build something, you need to have the the right
groundwork implemented. So again, the process is to diligently organize all
of the data that we're bringing it in and and being able to carry out our
service in a way that our clients will enjoy. But also having the tools, the
technology to do this efficiently. Because speed is everything especially
in the in the world that we live in today. You know, people are looking for
good, fast results but also done correctly and accurate the firm.
-Absolutely. You know I think if, you know... It's really
important if you want to build an effective and productive sales team.
It's super important to bring in the right cloth buy leads. But to make
sure that you have probably someone on the team that is almost designated to
ensure that your sales team is following up with any leads that are
coming into the business and on top. To make sure that things are really be...
Things are being followed up on. -Yeah. -I mean, they really that simply put. I mean,
you know, how important would you say that is? -It's extremely important. And you
know, just because it's not a rule or a procedure, it's still very much a part of
the process. By having that backstop to really support and act as an
insurance policy to all the hard work that the other departments in the
company are putting in. You know, the marketing team is working diligently
around-the-clock. They try to help really establish that brand and
bring the traffic into the company. So, having somebody to work as a backstop
and ensuring that the sales team is on top of all of that. And that nothing is
falling through the wayside, it's extremely important. -It's hard enough to
bring the right customer, the right lead into the business. And if they're not
being, you know, worked appropriately, it can be really frustrating. -Yeah.
Absolutely. You could have all the processes in the world in place but at
the end of the day, if somebody applies with your company and they're in need of
your assistance and you know, you're not able to get to them or they feel like
they weren't treated with that white glove service, you know, that's ultimately
going to affect what type of review or or experience they have with your
company and could affect business down the road of what other people are seeing,
how they're communicating about their expense with the company. So, you know,
having that right sales team in place and the right processes in place to
make sure that every client that comes to our door is getting the same level of
treatment and it's a consistent flow is extremely important to establishing who
we are in the market place. -Yeah, definitely having some sort of
management in place that is whether you're breaking your
salespeople up into different teams or whatever. That's really... I think reviewing
those leads that are coming in, you know, it's just kind of staying on
top of what happens is happening. in there. -So, up to this point, we've
talked about a lot of really good points. And you know, key things they really
make a strong sales team. But as you and I both know Joe, you know, from having
sales backgrounds ourselves. You know, salespeople, at the end of day they show
up to the office to earn. You know, they want to come here and feel that they
are in a place that provides the opportunity where they can come in and
support their family and ultimately accomplish the goals are looking to
accomplish. I just think it's really important to have the competitive pay
plan in place for a sales team. So, when they come in, they're working hard every
day. There's a lot of pressures they're dealing with that they understand that
at the end of the day, there's a greater good they're doing this for.
Number 1 is to obviously satisfying our clients. But number 2 is also to
satisfying themselves. And make sure that they can carry out the goals
that they initially came into the company. And right alongside to that
point of a competitive compensation plan, would just be a competitive environment
in itself. And I'm you know you can have a competitive environment but still keep
it wildly positive. Which ultimately is our number one focus in a sales
department is always keeping a positive mindset. Whether it's the individuals or
the or the team in general. But having that competitive environment, you know,
it's okay to compete and have guys and women want to go at each
other and ultimately work to be at the top of that leaderboard. And you know, a
lot of cool ways to keep that competition going and keeping it
positive are different monthly competitions. You know, we do some
different things here on the floor where we have daily goals that we look to hit
as a company and anyone who contributes they're hitting that daily goal will
ultimately be able to share in that day's bonus. And then also monthly
competitions. You know, we like to break the team up into smaller
groups and have them compete against one another. And do cool team outings. And it kind of,
you know, serves as a dual purpose because number 1, you're putting a goal
in place to incentivize. But then when you hit that goal, you're actually
carrying out a team event that helps bring that camaraderie together on the
team and giving them an opportunity to kind of hang out outside of the office
because that ultimately one's a funneling back into the... -I like what
you put in place recently with it. The monthly. What with the sales goals and
the incentives but breaking it down to daily goals. And then I want to
contributed that day to that daily goal get some sort of a bonus or compensation.
And some of these things to be little, they don't need to be thousands of
dollars every single thing. Some, you know, are just little things.
Like maybe it's a gift card. Maybe it's a lunch. Maybe it's a dinner out. Maybe it's
a, you know, a show. Maybe it's a, you know, a sporting event or something like that.
But just mixing it up constantly and keeping it fresh and things been really
important. And then I think we've always found to mixing it up with some cool
little things and then always throwing in, you know, some sort of big
thing if we had a big goal that is fun for the teams to do.
-Yeah. -You got to keep it fresh. We got to keep it fun. -No, absolutely. And I
appreciate you pointing that out and you know, the truth is the idea behind that
was you know we were typically doing these monthly competitions which were
great. It creates a lot of excitement but you tend to see that excitement pick up
more towards the end of the month as the competition is closing in naturally. I'm
sure we all deal with that issue. But you know, the idea again behind it was to
to create that excitement from day one. You know, every day come in here and have
a goal set for that day to really just create that excitement and have that
kind of last all month long. Which in the end, you're right is going to help us
accomplish that end goal. By having those segments and goals leading up
to the big one. -We think we found it's good to break out to having a number of
different incentives or bonuses. So, it's not just the top one
guy or 3 guys. And if those one there being a lot of the same people who
always wanted hitting those goals. So, working it down the alley and the people
that contributed it give us the ability throughout the month for a number of
different people to participate. You know and it ultimately went... -Right, right. And
because at the end of day, we are doing this to to motivate and incentivize the
entire team. So, you never want something that you're doing with good intention to
one-up having a negative effect. So, if it is the same individuals that are winning
the competition's over and over or we're setting goals that are a little too far
out reach, it could actually wind up having a reverse effect on the sales
team. Whether it's the team itself or individuals within that team could
actually sell to become demotivated.
So, I think including the entire team and
really giving everyone the ability to really participate in these competition
is a huge added bonus and and really drives home the main point of creating
that excitement and reaching our goals. -Got it. Put together a great plan and
have some awesome incentives goals bonuses to hit
and make it fun. So, the next topic is we'll call this topic train or pain. It
is so important to not only focus on motivating the team but you got to have
never-ending ongoing training that's in place. And I think, you know, in the
beginning, we probably learned this the hard way. -Definitely. -But if you just like...
It's not you come in you get trained for a week or 2 and then you're off to the
races. You know, depending a lot of industries, things are changing products
and services are changed in constantly. The way you do business changes
constantly. And I think what we've learned is that the training is just
something that will never end here in our organization and anything
that sticks out, you know with that. -Yeah. Absolutely. And I think it's
probably a common denominator for a lot of business owners and entrepreneurs
that are out there, is it's easy to get caught up in the day-to-day in
the business. There's, you know, again... There's a budget for
marketing, there's effort in marketing. These, you know, the leads are coming in,
clients need to be satisfied. So, it becomes very easy to get caught up in
that and just wanting to service everything as it comes in the door. But
what you actually want up doing at that point is you're taking your focus off of
long term. If you get out of the day-to-day of what goes on in the
business and you focus more proactively of having a trained sales team of people
who understand the company's values and morals and vision but also understand
how to carry out our processes and procedures and really satisfy our client.
You know, it really takes the pressure off of the manager because instead of
coming in and trying to handle... -Or owner. -Exactly, great point.
And trying to handle every situation as they come in the door, if you're being
proactive and building a culture and an environment of trained highly-motivated
and capable sales team, you'll actually wind up finding that you're going to need
it less help on the back end because everything was handled the right way
from the upfront. So, training is an extremely important thing on a sales
floor. It's it's truly never-ending. Even with your experienced sales team. You
know, it's very easy to get caught in habit and doing things the same way. But
as you've always pointed out, as the ownership of our company is you have to
change. You have to be able to change on a dime and innovate
and the businesses is... Every business is constantly ever going and and ever
changing. And you know it's important to continue to update that training and
have it really be, you know, really affect to what's going on today
in the business. Have it relate to what's going on currently in the
business because things are changing. And by having that training in
place and having those processes in place, you'll actually wind up finding
yourself with a more equipped sales team who can handle a lot more different
situations on the fly. -Awesome. And it's really important if you really try to
grow your business. If you're just going to continuously bring in sales reps and
don't have some sort of a training process, for sure you're going to
bottleneck, deal with more issues than you've probably signed up for. So, get the
training nailed and have some sort of a process where it's either monthly, weekly.
Maybe for different people and, you know, in your company. Whether they're seasoned
or new. Maybe they're there in some sort of a different type of process where
maybe their weekly and some of the seasoned reps are on a monthly. But put
some sort of process in place where you're circling back to training on a
constant basis. -As the leader of the sales team right now, I find... You know, we
do a lot of these things great currently where you know we are focused on
personnel. We are focused on processes and having the right tools in place. But
what I have found is really delivering the message to the team of
what we show up here to do every day, what's the what's the ultimate thing
that we're trying to accomplish? And to me that boils down to our vision of
the company and our values of how we go about treating our... Not just our clients
but also our partners that we work with. And to me, you know, when the whole sales
team really understands that, that's when you get that environment of everyone
really pulling the rope in the right direction. You know, we could have people in
here that are motivated, that are trained. That are willing to get after it. But if
they don't understand the ultimate vision of what it is that we're looking
to accomplish here which is to help business owners and entrepreneurs grow,
that's where, you know, that's where we find the most excessive. Everyone
really understanding what that vision truly is of what we're trying to
do here. -Care and initiative. -Correct. -It's super important. And I think if they
don't really understand that and result with the purpose of why you're coming to
work every day... You know, you're just not going to be as effective as you
can be. And you know, you might wind up leaving just don't
even understand why you're here every day.
-Correct. I think today, 2 people are just... It's not all about a paycheck. It's
about the ability to earn a great paycheck but also be a part of
something that's greater than you. And that's what we're trying to create
here. -Yeah. Couldn't agree more. -Great. So, we've talked about a lot of great things
here. I hope some of these tips were helpful and maybe helps you look at how
to grow your sales team in a completely different way. And I hope they're
utilized, you know, these have taken... This is years of... -In the making. -A quick
conversation here but years in the making. And you know, hopefully this can
maybe avoid some some mistakes that we've made in the past to help you grow
your business quicker. So, if you're looking to grow yourself, if you're looking to
grow your business and you need some financing to put all that stuff in place.
Hire people and lay out some payroll and different things like that, please check
out the link below. We can definitely help you with financing for your
business. And then a number of other business services. So check out that link
below and stay tuned. We'll have a follow-up video to this. We'll talk about
some other tools and some really cool things that we've utilized to either
pre-screen to bring the right people in. And some other tools that we've utilized
with the sales team to make everything and everyone here successful. Again,
thanks for watching and we'll talk soon and get back to growing your business.
For more infomation >> How To Build A Sales Team - Duration: 18:58.-------------------------------------------
How to Build an Electric Generator to Power the House - Duration: 4:33.
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How to Build a Conversion Optimization Team [Interview with Emre Guney from Skyscanner] - Duration: 20:12.
I'm very happy to talk to you Emre Guney from Skyscanner. I'm really glad
to catch up with you after all this time. I wanted to talk to you especially,
because we are in the middle of airline conversion optimization white paper and
survey and you have a long history of working on the growth and CRO in the
airline industry for Pegasus Airlines. But you now move to Skyscanner
and this is something that's really interesting to me, to see what is the
comparison between an airline and let's say a digital first new wave of travel company.
So maybe before we start Emre, can you just give a little bit of your background,
what you do or what was your past and how did you end up in growth
at an airline and then Skyscanner?
Yeah sure yeah my background, my education is economics and marketing.
After I studied marketing
I found out I always have been
interested in understanding human
behavior. Why people do what they do and
that kind of stuff. The first company I
started after my master's degree was
Renault the French car maker, and I was
in digital realm over there I was mainly
doing digital marketing. So from the
very start I have always been in the
digital industry but after like two and
a half years or three years later I
moved to Pegasus. And that's where I got a
little bit more focused on to conversion
mindset you know, finishing
the journey within the digital assets.
So the last six years I have been there, and
two and a half months ago I moved to
London to Skyscanner. And here I am I'm
doing the growth here as well.
Ok good, So your role at Pegasus, if I'm not
mistaken you were in charge of growth and
let's say conversion optimization but also
digital product yes?
Yes a combination of both. Like we made
digital products, our website and
our mobile app, but not only
building them but also growing them,
optimizing them.
Okay so maybe if you can explain just a little bit how was your growth team,
or let's say this conversion optimization team at Pegasus set up?
Because what I saw in our survey Pegasus is basically one of the rare
airlines that had a real CRO team in place.
Only 30% of airlines that we surveyed has this team.
Otherwise they have just one let's individual specialist.
Yeah. We called our team the growth team as well, not only convrsion optimization.
We want to own the whole customer journey
from anonymous user, to a loyal user,
through our digital products. We were six
people over there including me.
But we also had many valuable external partners,
that we outsourced some growth activities to
that we did together.
So six people is not enough to run your growth
activities in 40 markets that you fly,
even though your base market is your home country.
So we get lots of help from our external
partners. I say partners because we
didn't have a classic agency-client
relationship, because we had a combined
hybrid team that we worked with in sprints.
Like a unified team for the
same purpose for the same goal. But the
Pegasus team, the Pegasus growth team was
mainly combined of like an ARR funnel, if
you know what I mean.
Two people for leading the acquisition
growth activities like paid and unpaid,
like just bottom of the acquisition funnel.
Because we had a separated brand team as well,
who created awareness and pushing people towards
the acquisition funnel.
And then two people focusing on product and
activation,
but also retention as well.
And lastly we had a conversion rate optimization specialist,
who was leading the whole
experimentation process. And every group
they were not doing only activation
not only website, but also helping
people from acquisition to design the experiments, run the experiments,
analyze the experiments results and share the learning with other stakeholders etc.
So including me these six people were running the whole
digital growth cycles I can say.
So if I understand like you said, you had
like a core team which was internal and
then for a lot of CRO activities you
had an external partners which you outsourced. So, for example did you
outsource activities like development,
advanced analytics things like that?
Yes, we had a very close partner we were working with
for the last six or seven years in Pegasus,
they were mainly two teams, one team is focusing on performance acquisition,
and the other team was focusing on establishing the infrastructure of measurement,
but also analyzing the data I mean digital analytics
and also developing the experiments.
So that team was like a cross-functional team,
we had designers and developers in that team.
And they were running the experiments with the guidance of the member of the team.
And also they were analyzing and sharing the results of the experiments with us.
So yes, we have got one person for conversion optimization,
but with that dedicated team we had like nearly six people of a team just focusing on CRO.
So would you say that this kind of a set up,
like you said, you had an internal conversion
optimization specialist, expert
who was coordinating this
external team, and then the external team.
Was this set up you think something
that a medium-sized airline
allows to do more experiments
and do them faster?
Yes I do believe so because the main goal would be
having everything in-house and building experiments within your organization.
But to move there from the place that you are right now takes time.
Because it's not only up-skilling people and also getting the necessary tools.
But most of it, the invisible part of iceberg is the culture.
So with the help of the external partner it would be easier, quicker, faster
in order to distribute this experimentation culture and see some results.
And you know it's like going into gym as well I mean, when you
do your first experiments you, you feel the same feeling that you
do you feel after the first day of gym.
Every muscle aches.
So you know, to see your momentum and
see your velocity and the learning speed, it would be beneficial for
companies to work with external partners. But as a hybrid so there is another
culture within it as well. It's not like do this and report back to me the results.
So you need to learn all together.
Ok, so what would you say was the biggest challenge in doing conversion optimization growth
and experimenting in an airline environment?
Is this the culture part of the iceberg
or is it mostly more like the tech part, the booking engine, the technology stack?
What would you say was the biggest challenge?
I can say both. Like you mentioned.
The first one is culture because everyone who has not run any experiments,
think that lack of tooling or lack of data, or I don't know lack of resources
are the bottlenecks for running experiments. But it's not.
When you run your first experiment you understand, you fail to design a proper hypothesis.
Or you fail to target the right audience, you fail to design alternatives, like variations.
And you understand the importance of prioritizing.
Because you change your mindset towards learning fast,
without sacrificing your own sources like money, staff and also development source.
So the first one was culture yes, because it's in our nature in
people that no one would want to be wrong. So when someone says,
especially upper management says let's change this at the checkout,
let's put this ancillary on this step. When you experiment on that idea,
let's say hypothesis, assumption, and when you see the bad results, I mean as a
growth professional you get excited because you fail fast and you fail forward.
But if you didn't do this and you spend all your resources
in order to build that thing, you would be failing much more.
So you would be much more in trouble. So the first one was culture, but
I don't mean like culture, not only convincing the CxO level,
but other stakeholders as well. So because in a huge airline the digital products
are for everyone, especially foreign customers.
So you always need to listen to end customer.
So having the customers requests in the production pipeline
and aligning with them all the stakeholders,
with the experimentation and learning culture was the first bottle-neck we achieved.
And the second one was the tech as you say because, airlines are more
operation oriented companies by their nature. They should be because they
do a very fantastic job by carrying people from point A to point B.
And the job is really hard, lots of regulations internationally.
So the focus is there.
So when you try to make your booking engine more flexible and scalable it takes time.
It's not from night to day. so that was the second thing I can say.
Okay yes I agree, and now that you moved to
Skyscanner yes? This is the digital company it has only the digital product.
What is the main difference when it comes to
this culture that you said is below the iceberg not seen.
When it comes to experimenting in growth.
Yes I was really surprised when I started here,
because I was following the Skyscaners medium and sharings about
the transformation as well. But as you say, the experimentation and
growth mindset is quite deep and at a very large scale.
So lots of people are focusing on growing products
in each and every step of the funnel
with different markets.
So the speed and the pace here is mind-blowing
I mean you learn every day something new. And it's not always good news.
It's bad news as well. I mean some experiments, failing in an experiment
shows you a quicker way to solve the traveler problems.
You see some winning cases from other markets that you can apply within
another market, see if it works over there.
So I would say there are two main differences.
One is the scale like the people, and the tools , and the culture.
And also the focus.
Because of the difference, there is only one focus here, solving travelers problems
via digital product.
Since there is no operation here.
Ok. And for this scale that you are talking about,
you said one is the number of people in teams.
I also follow Skyscanner medium blog
and I see this lean organization of squads and tribes.
So is this the way you see that enables Skyscanner
to do this at a larger scale? To have a lot of metrics independent teams
working on different part of the digital journey
and optimizing it constantly, instead of one central team managing all?
Yes that helps a lot. That makes things faster and quicker.
And it's not like black and white. If something doesn't work
then the organization tries something else in terms of
team structure and etc. So the experimentation culture
is in the way of working as well. If you don't run your
processes through Trello, let's say like a tool, then try something else.
So it's very flexible and very quick.
And that kind of structure enables this speed and quickness.
You are right yes, having a non centralized
and distributed squads and tribes like metric structure
gets people to work closer and quicker.
Ok. Skyscanner has also your own experimentation platform?
Because this is also what I see, a trend for the companies
that really want to scale to a higher level, at the end you need to build
your own experimentation platform yes?
Yes. You need to build your product very scaleable and configurable for everyone,
because the highest level itself - like they said many years ago for marketing
marketing is so important that you shouldn't leave it to the marketing department.
It's same for growth. So it's not only for people
who were labeled in growth team. It's everyone's job.
So you need to configure your product
configurable so that everyone can experiment within the product.
But also you need to build an experiment platform embedded with your product
so that you can solve your problems with proper hypothesis faster and quicker
Yes, this is where I see airlines are failing now,
because like you said this experimentation platforms are not
embedded in the core product. Because this booking engines and
booking solutions have this history in the past and we are just dragging them along.
Yes, the current tools within the industry are like a piece of layer
just in front of the experience.
It gives you a certain level of flexibility but of course if you
can't embed within the core reservation system you can't experiment on some
core functions like pricing, bundling and that kind of stuff.
I agree.So maybe to sum up, last question, or a last challenge.
Now that you, like you said see the other part
or see how growth and experimenting is done at Skyscanner
and you look back on your airline days
if you could go back what learning would you take back and do differently
if you go back to the airline environment?
Yes probably I would try to implement more agile and lean approaches,
even though we tried really really hard and
we moved Pegasus from one level to another level. I would definitely say
that it's one of the few airlines within the region that's focusing on growth and
conversion optimization.
So yeah like upscaleing people and increasing the speed I would say.
Okay Emre thank you, that was really great and I am looking forward
to following more of your work and Skyscanner, and I wish you all the best in the future.
Yes thank you very much, thank you.
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Rep. Biggs Offers Way for Trump to Build the Wall Without Congress or a National Emergency - Duration: 3:33.
For more infomation >> Rep. Biggs Offers Way for Trump to Build the Wall Without Congress or a National Emergency - Duration: 3:33. -------------------------------------------
How to build an elephant - Duration: 2:59.
Say you want to build an elephant from scratch, from just one cell.
Imagine how many times that cell has to duplicate and divide
to get from a one cell embryo to an enormous animal.
By my rough calculations, divide by two, carry the one...
two hundred million cells divide per second in the body of a growing elephant.
So the question of how to build an elephant is actually a question of how a cell divides itself
from one cell into two.
To divide cells build a super reliable machine called a spindle here in yellow that literally grabs your DNA
lines it up and then pulls half the DNA into one new cell and half to the other.
If the spindle looses grip of any DNA new cells won't have the full DNA blueprint that they need to survive.
Even a small mistake can lead to developmental disabilities like Down syndrome or to cancer.
In other words you should all care a lot about spindles because without spindles there would be
no cell division so there'd be no elephants, or you know, humans.
For my thesis research I wanted to figure out what makes spindle machines so reliable
and to understand a machine you have to take it apart.
So one day I shot a laser into a cell to cut the spindle setting loose precious DNA
and then watched through a microscope to see how it reacted.
Amazingly that laser-cut spindle rebuilt itself within 30 seconds.
This stunning observation raised two questions.
One, how does the spindle sense damage?
And two, how does it repair itself?
Eventually I figured out that one of the two fresh cables ends created by my cut
the one still attached to the lost DNA, serves as the alarm that alerts the indle to danger.
Then the spindle sends out a repair team specifically to this end.
Long sticky molecules are the first to recognize the cable and alarm and grab hold of it.
They pull in an army of tiny two-legged engines
that drag the lost cable and DNA back into the spindle guiding it home.
This built-in alarm plus responder system allows the spindle to detect and fix structural damage
keeping hold of all our precious DNA .
What I find most amazing here is that the spindle is a self repairing material.
Imagine if roads or buildings could just fix themselves up after an earthquake.
Right now inside each of us two million spindles are doing just that.
This dynamic, dance rebuilding and repairing themselves
to ensure that they never make a disease-causing mistake.
That reliability is what builds an elephant.
Thank you.
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