Benjamin Lauzier: commitment

Transcript context

…Just to make sure people understand that one, it's a really interesting one is, in the Lyft example would be convincing drivers to become riders, convincing riders to become drivers, and mostly the latter, convincing riders to become drivers. Yeah, exactly. In our case at Lyft early on, we had a waitlist on the demand side because we just couldn't onboard enough supply. And so, we had this idea of having a pop-up. Instead of saying no drivers available, it would be like, "Hey, sorry, all the drivers are taken. People are making 50 bucks an hour right now, do you want to hop on your car and drive?" And we had some conversions, but it felt a little distracting to the overall experience and it wasn't a huge driver of supply. But I know that for Uber it actually was. I think they had a relatively meaningful amount of supply coming from [inaudible 00:15:27] Wow, how does that make you feel that Uber figured out a better way to approach this and made it work? That doesn't feel-…

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