What’s the maximum amount of human capital you can throw at travel optimization if you’re a middle American insurance company with 200k of travel spend per year?
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The SaaS company billing that insurance company for a workflow product can have multiple teams of PhDs analyzing seasonal trends, carrier policies, etc, plus a bizdev team throwing more weight around than an account only worth one particularly active frequent flier.
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“It’s a travel agency. You invented a travel agency.” What’s your estimate for number of PhDs employed by a single travel agency? How about by all combined? I think the SaaS company probably wins handily.
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(The SaaS company need not be or hire the world’s experts on day one. By day 1,000 they’re going to be the experts, pretty much by construction. They’ll have had more at-bats than virtually anyone else, and their business uniquely indexes on that topic.)
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no shit.
Thanks. Twitter will use this to make your timeline better. UndoUndo
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Disagree re: market concentration. Society doesn’t benefit. Shareholders do. Businesses that achieve market concentration don’t share their efficient profits with their customers. Also, quality goes down over time because there’s no penalty. (Won’t keep those PhD’s).
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I would much rather have you make software that you sold to 1000 companies, rather than try to concentrate the market by replacing 1000 companies. Also, where is the societal benefit to putting thousands of travel agents out of work.
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