We started by auditing and printing out many of our designs, both old and new. Laying the flows side by side on a board, we could see where and how the experiences were breaking and where we needed to start making changes. We figured that the best way to begin was by tackling issues head on. Each of us focused on a screen or product area to redesign, And we established a few principles to guide us with these individual designs:
In the end, American let its employees decide the new livery's fate. On an internal website for employees, American posted two options, one the new livery and one a modified version of the old livery. All of the American Airlines Group employees (including US Airways and other affiliates) were able to vote. American ultimately decided to keep the new look. Parker announced that American would keep a US Airways heritage aircraft in the fleet, with plans to add a heritage TWA aircraft and a heritage American plane with the old livery.
Prior to beginning this design sprint, we had already created a basic style guide, that we called the foundation. This foundation loosely defined our typography, colors, icons, spacing and information architecture. The foundation proved essential for guiding our work in a unified direction while allowing room for us to individually explore creative design solutions. This way we felt that we were all working together, towards the same idea. Reviewing our collective work at the end of each day, we began to see patterns emerge. We course-corrected when necessary, and started defining our standardized components.
Guests can search for lodging using filters such as lodging type, dates, location, and price. Before booking, users must provide personal and payment information. Some hosts also require a scan of a government-issued identification before accepting a reservation. The company also provides travel guides, entitled "Neighborhoods", which provide details about staying in specific neighborhoods in various major cities.