We all hated the urgency messaging internally
… We all hated the urgency messaging internally. Hated it. We felt bad. Many of us were reasonably proud of our product and felt this tarnished our ability to deliver value to customers. We argued with the product org and the CPO on a regular basis. The reality is that the urgency messaging drove significant incremental business that they felt they could not afford to pass up. The logic that the CPO applied at the time was some pretty sporty mental gymnastics: "we optimize for conversion (looker to booker) because that's a proxy to actually delivering value to the customer." The idea was that if a customer books and stays, it means they found what they were looking for. Being stuck in a perpetual, frustrating decision paralysis sucks after all. While I didn't agree with that framing, it's a touch less preposterous than it sounds. At the time, almost all bookings were fully refundable. So if you booked and stayed (you could have cancelled any time before the day at no cost, for most bookings), there's indeed something that went sort of right. …
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