May 31, 2018 at 11:29 am
The interesting piece here for me is the traveller owning their profile and taking it with them wherever they chose to shop (or work) like open banking
See in context
May 31, 2018 at 11:28 am
Microsoft definitely leading the way here. 11 data sources to understand traveller need = awesome.
May 31, 2018 at 11:17 am
Agree James. We call it Cost, Consumer, Care and every corporation will have a differing order of priority (even if they tell you all 3 are equal, there is always a 1,2,3)
May 24, 2018 at 7:31 pm
We had notes taken to document the day with some additional external feedback. These were then compiled with comments and feedback sought from participants. We picked the participants and hosted the summit but our goal was to get views from different players in the space as to where we think the industry could go. My hope is we can continue these conversations with the broader industry with the goal of improving the traveler experience while keeping a healthy and profitable marketplace that fosters innovation and capitalizes on new and emerging opportunities.
May 14, 2018 at 9:35 pm
Excellent observation James. Not only did airlines start to see GDS distribution as a cost (when they had sold them!) but they started to see all of distribution as a cost rather than a revenue opportunity. That was when the rot set in; anti-GDS and anti-agent dogma began and harebrained schemes to “disintermediate” began to proliferate. NDC is the latest of these. Hell will freeze over before airlines come even close to being able to match the processing and distribution power of GDSs, much less do so profitably. Cost-effective retailing for network, traditional carriers is a pipedream. Retailing to corporate travellers is a contradiction in terms. But one thing is certain. Airlines will burn through a helluva lot of shareholder money as they try to do the impossible. It all reminds me of Don Quixote and his windmills!!!
May 13, 2018 at 7:40 pm
Really appreciate the time and effort this document took. It’s a concise, interesting and thought-provoking piece. As a challenger to the status quo, my team and I embrace the opportunity to innovate and hope the rest of the industry will as well.
May 13, 2018 at 7:36 pm
Alternative payment methods are intriguing, but again, the players have to get paid. It may look low cost and promising today, but remember that credit card providers started out with MUCH lower merchant fees that have risen over the years. I would hazard a guess that once blockchain gets traction, there will be fees that will then drive the need to look at “new alternatives.”
May 13, 2018 at 7:29 pm
To the point made in the paragraph, this will only be as good as the content provided by the travelers. That could prove difficult as it’s very hard to find time to complete ratings and/or share destination experiences, on the ground intel, etc. But with the proper incentives, either carrot or stick, corporates could find this very valuable for not just traveler experience but supplier negotiations as well.
May 13, 2018 at 7:22 pm
The questions here is, who pays? The thing the GDSs – and other players in the current ecosystem – have is, they cover off all the bases. They support shopping, booking, policy, fares, schedules, inventory, rates, expenses, settlement, etc. That’s why new entrants have failed in the past, because what the GDS and other players provide is very complex…especially when you consider the long tail of content.
May 13, 2018 at 7:15 pm
Love this approach! If I can have a traveler profile that is robust, that I own, that’s transferable and feeds AI for a better experience…I’m in!
The Company Dime‘s Business Travel Tech