The second Admirals Club opened at Washington National Airport. Because it was illegal to sell alcohol in Virginia at the time, the club contained refrigerators for the use of its members, so they could store their own liquor at the airport. For many years, membership in the Admirals Club (and most other airline lounges) was by the airline's invitation. After a passenger sued for discrimination, the Club (and most other airline lounges) switched to a paid membership program.
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:
At Expedia Group, careers have no borders. As a global platform, we are here to help knock down the barriers to travel for people around the world, making it more enjoyable, more attainable and more accessible. In doing so, we aim to bring the world within reach. We believe our success can make the world a better place. We offer the unique opportunity to work across multiple global travel brands, all while building the most advanced technology in the industry. Come and explore our openings.
Park Plaza Westminster Bridge London Shangri La Hotel At The Shard London InterContinental London - The O2 The Principal Manchester The Alexandra Hotel Princess St. Hotel Lime Wood Titanic Hotel Liverpool City Courtyard Apartments & Penthouse Peckforton Castle Ramside Hall Hotel, Golf and Spa Crowne Plaza London - Kings Cross St Giles London - A St Giles Hotel The Tower Hotel
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.
: In our case, we want people to be able to change the symbol sizes (eg. you need to fit in more content in to a header). If you need to resize or accidentally resize something, Sketch (<3.5) would automatically resize every instance of that symbol. That would kill your sketch for few moments and probably mess up your file permanently (sometimes undo didn’t work). We ended up putting the components in Layer Groups, and letting people copy and paste them.
Our roots are in San Francisco, but we also have offices in Seattle along with an important and fast-growing product and technology presence in Gurgaon, India. Hotwire has the energy and pace of a startup, plus the stability and backing of the incredible Expedia Group. Our culture centers around delivering value to customers and supply partners by being passionate about building great products with the latest and greatest technologies available. We pride ourselves on our organizational transparency, a bias for action and a customer centric approach to everything we do.
While creating these components, we collected them in a master file called the library, which we referred to throughout the design process. After a week or two we began to see huge leaps in productivity by using the library when iterating on designs. One day, while putting together a last-minute prototype, our team was able to create nearly 50 screens within just a few hours by using the framework our library provided.
In February 2011, Airbnb announced its millionth night booked. In January 2012, the company announced its five millionth night booked. In June 2012, Airbnb announced 10 million nights booked, doubling business in the previous five months. Of these bookings, 75% of the business came from markets outside of the continental United States.