Our tenets & operating values
Our Tenets and Values work cohesively to ensure we are always empowering our customers to spend less and travel better.
PART 1
Our Tenets
Travelers come to Hopper for help with their trips. We strive to add the most real-life value possible and to use our technology to allow customers to spend less and travel better.
Impact real lives
Success is measured in value added to customers — like money or time saved.
Don’t assume
We let the customers speak for themselves and measure the success through data.
Add value; not fees
We generate revenue through providing goods and services that customers value and gladly pay for.
Offer best price
We work and innovate to offer the lowest prices possible on the widest selection possible.
Do right by customers
We accomplish this through better prices, adding value & providing the best customer service.
Real partnerships
We create mutually beneficial relationships with our suppliers & engage them with our mission.
PART 2
Our Values
Hopper’s mission is to build travel products that save customers money.
Customer obsession
Many companies claim to focus on their customers, but true customer obsession is something different and much more far reaching. Hopper innovates by starting with the customer and working backwards. We discover what delights customers through the scientific process — forming hypotheses through existing, qualitative, and surveyed data, and then A/B testing ideas to see what works.
| CUSTOMER FOCUS | CUSTOMER OBSESSION |
|---|---|
 Listen to what customers say |  Continuously test, measure and learn via consumer science |
Understand customer wants and needs | Invent and deliver on unanticipated needs |
Focus on customer satisfaction | Obsess about long term customer delight |
Provide better product than the competition | Invent completely new products that have no competition |
Balance customer satisfaction and margin, to build a business. | Lead with customer delight & ensure that product is hard to copy. Revenue follows. |
Speed and innovation
Embrace uncertainty. If you know something is going to work, then it is not an experiment. Furthermore, deciding that you’re going to do only what you know will work leaves a lot of opportunity on the table. Experiments, by their very nature, are prone to failure, but a few big victories can compensate for dozens and dozens of experiments that don’t work. We tolerate failure and expect that our leaders learn from it, as there are just as many learning opportunities in failure as in success.
Optimize for speed
If you double the number of experiments you do per year, you’re going to double your innovation. While it’s important to make high-quality decisions, Hopper stresses the importance of making these decisions at high velocity. Slow and passive decision making is not only de-energizing, but a competitive disadvantage.
Decisions with data
We don’t pretend to speak for the customer, we use real data to discover what customers crave. True innovation is not based on what customers ask for — it’s based on their needs. Hopper understands that as a company, we must invent on their behalf. Gathering data is the best way to truly discover what customers need.
Trust the process
Invention requires a long-term willingness to be misunderstood. We are perseverant on the vision, but flexible on the execution. Lack of perseverance leads to giving up on experiments prematurely. If you aren’t flexible on the implementation, then you risk missing the alternative solution to the problem.
Best prices
There are two kinds of companies: those that work to charge more, and those that work to charge less. At Hopper, our key to maintaining long-term relationships with our customers is through offering the best prices and saving customers more money. This is how we grow our revenue — more sales and a faster annual growth rate. Our innovation culture is highly focused on coming up with new and unique ways to save customers money, like the price prediction.
Grow revenue
We expect all our businesses to have a positive impact on our top and bottom lines. Profitability is very important to us — we wouldn’t be in business if it wasn’t. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity and correspondingly stronger returns on invested capital.
We're hiring
We intentionally designed our culture to give leaders ownership and autonomy, empowering them to make decisions based on a set of guiding principles and tenets to achieve maximum impact for the customer. Sounds like a fit? Check out our open roles!