Travel Tech Trends 2013

PhoCusWright’s

Travel Innovation &
Technology Trends:
2013 and Beyond
Written by Bob Offutt

Travel Innovation & Technology Trends: 2013 and Beyond q

November 2013

PhoCusWright Inc.
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Travel Innovation &
Technology Trends:
2013 and Beyond
Written by Bob Offutt

Travel innovation & Technology Trends 2013 is published by PhoCusWright Inc. The information contained herein is derived from a variety of sources. While every effort has been made to verify the information, the publisher assumes neither responsibility for inconsistencies or inaccuracies in the data nor liability for any damages of any type arising from errors or omissions. All PhoCusWright Inc. publications are
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©2013 PhoCusWright Inc. All Rights Reserved.


November 2013

About PhoCusWright
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PhoCusWright Inc.
116 West 32nd Street, 14th Floor
New York, NY 10001
PO Box 760
Sherman, CT 06784
+1 860 350-4084
+1 860 354-3112 fax


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November 2013

Contents
Areas marked with this symbol ( q) are interactive
and clickable in the pdf version of this report.

Table of Contents q

Trend 5
Cross-platform data
access engages users 15

Introduction 1
Key Trends

2

Trend 1
New patterns of
content challenge
distribution 3
Technology 3
Examples 3
Implications 5

Trend 2
Too much choice
means less is better 6
Technology 6
Examples 8
Implications 8

Trend 3
Social technologies
change the shape
of travel 9
Technology 10
Examples 10
Implications 12

Technology 15
Examples 16
Implications 16

Trend 6
A cloudy future
beats no future at all 17

Figure 9
13
Virtual Assistant Hologram
at Newark Liberty
International Airport

Technology 29
Examples 29

Figure 10
16
Pebble Bluetooth Wristwatch

Implications 29

Conclusion 29

Technology 17
Examples 20

Trend 7
Intermediaries require
fresh approaches
throughout the
travel cycle 20
Technology 21
Examples 21
Implications 23

Trend 8
Big Data makes
travel smarter 23
Technology 24
Examples 24
Implications 25

Trend 9
Better travel
management through
predictive analysis 25

Technology 13
Examples 14
Implications 14

Technology 26
Examples 26
Implications 27


Table of Charts q
Figure 1
The Personal Cloud

4

Figure 2
The Farelogix Airline
Commerce Gateway

5

Figure 3
Gravity Personalization

7

Figure 4
Gravity's Interest
Graph Engine

7

Figure 5
The Sojern Data
Processing Model

8

Figure 6
9
The Travel Agency Usage of
Social Media, 2011-2012
Figure 7
Nasair’s Extended
Marketing Reach Using
Social Technologies

Figure 11
Google Glass

16

Figure 12
Google Glass Display

16

Figure 13
18
NIST Cloud Computing
Conceptual Reference
Model

Implications 20

Trend 4
New efficiencies
reenergize the
customer experience 12

Trend 10
Short-range
communications links
improve processes 28

11

Figure 8
12
Criteria for Comparing a
Mobile App to a Mobile
Browser

Figure 14
Cloud Broker as
Service Aggregator

18

Figure 15
19
The Role Cloud Brokers
Could Play in a Travel Company’s Cloud Architecture
Figure 16
21
WestJet Flight Schedule
Figure 17
22
Air Canada Flight Schedule
Figure 18
Air Canada Product
Offerings

22

Figure 19
Air Canada Banner
Sale Offering

23

Figure 20
Customer Life Cycle
by Channel

26

Figure 21
Hotel IQ Booking
Pace Analysis

27

Page iv

Travel Innovation & Technology Trends: 2013 and Beyond q November 2013

Travel Innovation and Technology Trends:
2013 and Beyond

Introduction
The past few years have been tumultuous for the European travel marketplace.
Yet despite a lingering debt crisis and continued uncertainty in markets such
as Spain, Italy and Greece, the region’s travel industry is beginning to show
signs of life. Millions of European travelers who passed on vacations during the
depth of the recession returned to the traveler pool in 2013. France, Germany,
the U.K. and others are paving the way to recovery, and consumer confidence is
on the upswing.
While the challenges of economic sluggishness tempts some companies
to put research and development into a deep freeze, travel technology has
progressed unabated, and consumer expectations continue to rise. Thanks
to its legacy foundation and conservative attitude about the future, with a few
exceptions, travel lags other industries in embracing new trends in technology
that promise to sustain existing business and open the door for new
opportunities. With the recovery advancing, however, many travel companies
are taking a closer look at long-term strategic goals and more aggressively
pursuing opportunities for innovation.
Technology trends in the travel industry are complex – they involve cuttingedge content aggregation, distribution, user engagement, intelligent agents,
mobile payments and more. Some new technologies are designed to improve
the user experience, others to contribute to business performance and service
delivery. But all innovations must work within the context of a rapidly evolving
technology environment in which consumers are changing the way they interact
with devices and suppliers can deliver new capability faster and cheaper than
ever before.
Mobile web penetration is now nearly ubiquitous across Western Europe.
Three in four travelers in France and the U.K., for example, accessed the mobile
web through their phones over the past year. One third of U.K. travelers, as well
as 25% in France and 20% in Germany, used their smartphone to shop for travel
products over the past twelve months. Increasingly affordable mobile devices,


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November 2013

improving roaming charges and faster mobile data network speeds are
combining to create a perfect mobile storm that European travel companies
must be prepared to harness.
With European consumers embracing mobile and social media, there are
significant opportunities to leverage Big Data and business intelligence to
improve customer targeting and increase conversion. Tools are emerging that
will enable companies to individually tailor messaging and product offers to the
individual, delivering a personalized experience that serves the right product to
the right consumer at the right time.
In both the consumer technology and back-office spheres, opportunities to
gain competitive advantage through innovation are as plentiful as the risks of
failing to move forward. As 2013 draws to a close, this article highlights ten
key technology trends that can help your company leverage innovation in the
coming year and beyond.

Key Trends
Travel technology trends vary in scope, impact and endurance. Some yearly
trends are fleeting, such as flash sales. Others, such as cloud computing, are in
it for the long haul and will remain on the trends list (albeit in different stages in
their life cycles) year after year.
Taking technology trends into account – and determining how to work with
them – can help business executives make more conscious decisions about
applicability, potential business value and need for investment. As you consider
these trends, remember that they are not independent phenomena, but a set
of interdependent (and often simultaneous) movements.

Trends
1. New patterns of content challenge distribution
2. Too much choice means less is better
3. Social technologies change the shape of travel
4. New efficiencies reenergize the customer experience
5. Cross-platform data access engages users
6. A cloudy future beats no future at all
7. Intermediaries require fresh approaches throughout the travel cycle
8. Big Data makes travel smarter
9. Predictive analysis improves travel management
10. Short-range communications links improve processes


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November 2013

Trend 1:
New patterns of content challenge distribution
Travel was an early leader in e-commerce. The intermediaries that eventually
became global distribution systems (GDSs) matched buyers and sellers of
travel products using mainframe technology and global networks. Although
the Internet and low-cost computing have threatened the value of the GDSs,
they haven’t yet supplanted them. Instead, new forms of aggregation are
emerging to deliver business and customer value. Automation of more and
more supplier information has enabled capabilities like real-time shopping,
booking and confirmations. Peer-to-peer marketplaces for travel products
and services are becoming mainstream. The original travel distribution
paradigm – in which intermediaries aggregate content for shopping and
booking – is being challenged by a model that emphasizes shopping,
booking and then aggregation.

Technology
Several technologies enable this new model of aggregation and distribution:
1) “Personal clouds” allow users to access information anywhere, anytime, and
on any device. With a personal cloud, each consumer can store and retrieve
information in a centralized virtual storehouse dedicated just for that person.
The user can then access the information regardless of device (laptop, tablet,
smartphone – and even some automobiles).
2) The Internet of Things enables integration of sensor data with humangenerated content to provide relevant and/or hyperlocal information about
factors that can influence a trip, such as traffic, pollution, weather conditions,
social hot spots, baggage location and homeland security advisories.
3) Ubiquitous global communications and cheap devices (like tablets) extend
the automation of inventory management and the reservations process
to small1 travel suppliers. These suppliers can then distribute through
conventional channels (e.g., travel agents) or in a peer-to-peer electronic
marketplace.
4) Today’s compute power and connectivity make it possible for both
individuals and businesses to collect and integrate itinerary data from multiple
sources without a GDS.

Examples
n Personal clouds can be hosted on a third-party server farm such as iCloud
(Apple), Amazon’s cloud service, Google Drive and Dropbox. Some
products allow you to configure a computer on your home network to
service all of your devices (see Figure 1).
1) For the purpose of this paper, “small travel suppliers” indicates companies with five or fewer
employees.


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November 2013

Figure 1

The Personal Cloud

Source: ZDNet

n Farelogix is attempting to establish itself as a new intermediary with
its Airline Commerce Gateway (see Figure 2). The Airline Commerce
Gateway aggregates content from multiple sources, applies business
rules, and delivers custom offers to shoppers at the point of sale (POS).
n Travel management and expense reporting company Concur is promoting
its Open Booking tool, whereby managed travelers book their travel with
their supplier of choice. Processes in the background apply corporate
policy and discounts. The individual bookings are then collected and
assembled into a single itinerary using TripIt technology (which Concur
recently purchased). Other companies providing similar itinerary
aggregation technology are GDSX and Traxo.
n Intel has developed a pollution and weather detection chip that gathers
environmental data from sensors and, through cloud technology, learns a
user’s precise location and delivers information relevant to that location.
Travel service providers can then use this data to predict, for example,
weather-related flight delays, and pass this information on to the traveler.
n Gray Line Tours and Expedia have both announced initiatives that enable
small travel suppliers to fully automate their inventory management and
distribution processes.
n InnHand is a free online reservation system for properties with up to 25
rooms. Cloud-based and accessible from mobile devices, InnHand’s system
can easily be integrated into a property’s website and Facebook page.


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November 2013

Figure 2

The Farelogix Airline Commerce Gateway

Source: Farelogix

Implications
n Aggregation and distribution continue to be moving targets. Travel
companies should keep their eyes peeled for new patterns and methods
of distribution to reduce costs and create business value.
n Merchandising systems will change the mix of travel products that points
of sale will handle.
n Points of sale can tap new content sources to broaden their product
offerings, providing more value to their customers while expanding their
sources of commission.
n With online, real-time inventory, small suppliers will be able to expand
their product distribution.
n The Internet of Things will enable new products and services.


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November 2013

Trend 2:
Too much choice means less is better
The mantra of early online travel agencies (OTAs) was often “more is better,”
meaning that the OTA that showed the most flight or hotel options was clearly
the best. This race led to massive investments in new technology in order to
transform a travel agent’s screen from a limited 19-line display into an interface
that would show the (literally) hundreds of options developed by the GDS
(which could be displayed at any POS). But this mountain of choices frustrated
consumers and slowed the reservation process. According to the “paradox
of choice,”2 shoppers want a few choices, but not too many – if they have to
make too many decisions, they become irritated and unhappy. In other words,
giving people too many choices tends to lessen their satisfaction. However,
delivering targeted content (and thus fewer choices) based on personal and
behavioral data can improve conversion. While the travel industry suffers from
a paucity of data about offers presented versus offers selected, it does have
the capacity to track overall shopping and purchase patterns and data from
social networks, which together can provide a fairly clear view of a shopper.
Combine this information with psychographic and demographic databases,
user surveys, “look-alike modeling,” and environmental factors such as
weather and geography, and you can deliver well-targeted information in
advertisements and search results. One key element in improving targeting is
the ability to process large amounts of data (see Trend 8).
Targeted marketing is not just a travel phenomenon – other industries,
particularly consumer retail – are quite adept at it. For example, consumer
research company Nielsen used microtargeting to help a refrigerated meat
manufacturer find out who its most profitable customers are. Instead of
summer grillers, as the manufacturer believed, the core customers were
actually teenage boys and their mothers. The company refocused its
marketing efforts to reach this audience, a move that drove annual growth of
15-20% for several years in a row.3

Technology
Targeting technology has evolved so that audience segmentation no longer
needs to be in broad categories (e.g., sports enthusiast, daytime TV watcher,
soccer mom). For example, social advertising targeting company 33Across
has defined over 50 social “persona” categories that include social and media
consumption behaviors, interests, and demographics that can be used to
segment a target audience. 33Across collects data on 1.25 billion people.
Gravity and 140 Proof target consumers based on the interests they express in
their social graphs (see Figure 3). Both companies use complex algorithms to
match a consumer’s interests with certain content so the consumer will see the
most appropriate ads (see Figures 3 and 4).
2) Barry Schwartz, The Paradox of Choice: Why More is Less, Harper Perennial (New York, 2004).
3) Jason Green, “Micro-Targeting: It’s Not Just for Niche Brands Anymore,” Nielsen Newswire
(Feb. 16, 2010).


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November 2013

Figure 3

Gravity Personalization

Source: Gravity

Figure 4

Gravity’s Interest Graph Engine

Source: Gravity

Sojern, another targeting firm, accesses over 100 million anonymous data
points about travelers and uses this data to provide its clients with insights
about audience intent (i.e., when and where travelers are going). The company
also tracks travel purchase patterns, top destinations and destination searches
by type of traveler (see Figure 5).
Presenting carefully targeted content becomes more important on a
smartphone or tablet platform, where screen real estate is at a premium. The
more closely the content relates to what the shopper seeks, the more likely the
shopper is to complete a purchase or make a reservation.
Complex algorithms are required to define relationships between different
data elements and the products and services a particular shopper would find


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November 2013

Figure 5

The Sojern Data Processing Model

Source: Sojern

most interesting. Most approaches use discrete, definable user segments to
target content (e.g., if you know a leisure traveler is bound for Maui, show her
an ad for a snorkeling adventure). The more discrete segments, the better. The
ultimate goal is to treat each individual as a segment of one. Gravity’s Social
Interest Graph takes this tack.
The next step is delivering targeted content at the right speed – meaning
Internet speed, as retrieving it from a database would be too slow. Fortunately
to this end, in-memory processing has become affordable.

Examples
n At PhoCusWright’s 2012 Travel Innovation Summit,4 Amadeus previewed
its “Amadeus Featured Results,” which uses flight search technology and
travel business intelligence to present shoppers with a list of the cheapest,
fastest and most relevant booking options.

Implications
Providing targeted offers is a key capability for travel companies, and it is
even more critical in the mobile arena. Despite mobile’s substantial and
continued growth, the platform is limited by connection speed and screen
size, compelling advertisers to either deliver extremely relevant content or not
bother delivering content at all. Any travel company with a mobile strategy
needs a targeted content strategy as well.

4) November 13, 2012


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November 2013

Trend 3:
Social technologies change the shape of travel
It may seem like a no-brainer to incorporate a social media strategy into your
business plan. But travel retailers taking their time may soon find themselves
losing share to savvier suppliers. According to a 2012 survey by the American
Society of Travel Agents, just 39% of travel agents employ social media in their
business processes. Among those, 49% use Facebook and 44% use LinkedIn.
Of travel agents using social media, 15% consider these services essential to
their business, 29% are still learning how to use social media, and 20% say
social media is still unproven as a marketing channel (see Figure 6).5
These statistics fly in the face of social media’s worldwide groundswell: In July
2012, Facebook had 834 million unique visitors.6 In the same month, social
media reached 84% of Internet users globally, each of whom spent an average
of 337 minutes a month on their networks of choice.7
In the meantime, suppliers are aggressively pursuing a social media presence
with high-quality en-route and destination content. These suppliers use social
networking tools to track service deficiencies, manage their reputations,
5) Johanna Jainchill, “Lots to ‘Like’ About Facebook, But Agents Need Diverse Online
Presence,” Travel Weekly (Oct. 29, 2012) and the American Society of Travel Agents.
6) ComScore (July 2012).
7) ComScore Media Metrix (July 2012).

Figure 6

The Travel Agency Usage of Social Media, 2011-2012

How do you view participation in social media websites
like Facebook, Twitter or YouTube?
Essential

7%
18%

Nice to be there

9%

Still learning how to
use social media

Unproven

Waste of time

12%

13%

Not valuable due to
my business model

15%

7%
17%

2011

20%

37%

2012

17%

29%

Source: Travel Weekly and the American Society of Travel Agents


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November 2013

improve customer service, build communities of travelers, and engage
customers at various points in the travel value chain. This proactive supplier
behavior – in contrast to slow-moving travel agents – opens the door for a
major change in allegiance. Rather than serving as trusted advisors, travel
agents will simply become data suppliers.
Unless travel agents “get the memo,” suppliers’ social media initiatives are
likely to steal share. Still, it is early days, and while social technologies have
created substantial value so far, their real power is still unclear.8

Technology
Social technologies enable people to interact informally online and create,
enhance and exchange new forms of value (e.g., digital money). New products
that support online social interaction are coming to market at an amazing pace.
Social technologies generally have the following characteristics:
1) Open networks and peer-to-peer communications tools
2) Democratization of content: the ability to add, change or comment on
content
3) Content that may be centralized or distributed

Examples
n The Cosmopolitan Hotel in Las Vegas makes extensive use of social media
to promote exclusive events, deals, contests and ticket offers for its social
media-savvy guests. In addition to its own promotions, the Cosmopolitan
retweets its guests’ tweets.9
n The Colonnade Hotel in Boston uses Twitter to communicate travelrelated tips, event details, weather status and other relevant information
with its guests.10
n Nasair, a low-cost carrier based based in Saudi Arabia, has seen a major
increase in marketing reach since it began using social technologies
aggressively (see Figure 7).11 In six months, the airline increased the
number of emails it sent as part of marketing campaigns by 243% and
the number of tweets that mention its name by 129%. Visits to Nasair’s
Facebook page grew 4,526% in seven months in 2012. And between
January 2011 and July 2012, the number of mobile users accessing its
website jumped 345%.
8) Michael Chui et al., The Social Economy: Unlocking Value and Productivity Through Social
Technologies, McKinsey & Company (July 2012).
9) Shira Lazar, “Hotels That Rock at Social Media,” Entrepreneur (Nov. 2, 2011)
10) Ibid.
11) SimpliFlying Awards 2012, “Best Airlines Driving Revenue from Social Media” finalist
presentations, SimpliFlying (Sept. 3, 2012).


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November 2013

Figure 7

Nasair’s Extended Marketing Reach Using Social Technologies

Source: Nasair

n WestJet experienced significant bookings increases and return on
investment (ROI) in the wake of its “Kargo Kids” April Fools’ Day
promotion, which it announced via YouTube, Facebook and Twitter.12,13
The results:
• 650,000 YouTube views in 194 countries
• 3,300 video shares in 69 countries
• 1,700 Facebook post shares
• 189,000 visits to WestJet’s April Fools’ landing pages
• 4,000 new bookings
• $1.3 million in new bookings

12) Ibid.
13) Calgary-based airline WestJet sponsored “Kargo Kids,” an April Fools promotion that
pretended to offer the child-free flights many frequent fliers have been dreaming of for
years. This mock “program” has kids carted off on a “travel toboggan” to a “special VIP
area” of the plane, while adults fly hassle-free in the main passenger area. The “travel
toboggan” is a blue bin that whisks kids away on the luggage conveyor, and the “special VIP
area” is the cargo hold.


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November 2013

Implications
Intermediaries have been slow to appropriate social media, which has opened
the door for suppliers to garner customer loyalty and shift share to direct
channels. It’s not too late for intermediaries to develop and implement social
media strategies, but the clock is ticking.

Trend 4:
New efficiencies reenergize the customer
experience
Historically, travel distribution has centered on offering the same product in a
variety of ways through multiple distributors (including suppliers), and each party
vied for a share of the travel purchase. But competition for the traveler dollar
is becoming less about a battle between suppliers and distributors and more
about providing the best customer experience. Suppliers and distributors need
to put the channel wars behind them and focus on competing for customer
loyalty. For example, why not show competing offers and other purchase
alternatives, as the insurance industry does? (Six hotel chains thought this was
a good idea, as described below.) Travel executives need to change their focus
from channel share to customer share.
The next generation of travelers will have the expectation that all shopping –
including travel shopping – should be as efficient as an Amazon experience
(see Figure 8).
Figure 8

This kind of quality shopping experience has to be available at all customer

Criteria for Comparing a Mobile App to a Mobile Browser

Source: eDigitalResearch (used by permission)


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November 2013

touchpoints and provide seamless interaction across all channels: social
media, email, browsers (desktops, laptops, tablets) and mobile (both apps and
browsers).14 Key features in providing this experience are quality site search,
clear branding, consistent icons, consistent content (especially deals) and
simple checkout.
A quality shopping experience is just part of the equation. The greatest
shopping experience cannot compensate for bad service
Figure 9
delivery: Service providers also need to leverage technology
to improve and customize delivery.
Virtual Assistant Hologram at

Newark Liberty International
Airport

Technology
Providing a consistent customer experience across
touchpoints is as much an organizational issue (who is
responsible?) as it is a design issue. For instance, travel
companies need to accommodate technology limitations
on mobile devices (e.g., size and shape). It’s no secret that
mobile commerce lags general online commerce in feature
functionality, and that mobile applications often lack the
quality searching and purchasing capabilities offered by
mobile browsers.
A variety of technologies make it easier and less expensive
for travel companies to offer quality customer service. Much
of the cost of customer service is in staff salaries and call
center operation. Fortunately, virtual agents, using natural
language interfaces and artificial intelligence, are able to
handle a high percentage of queries. These agents can interface with customers through a kiosk, on a computing device,
via phone or through an avatar hologram (see Figure 9).

Source: Scott Beale, Laughing Squid

Other technologies:
n New tools that bring real-time luggage tracking directly to the customer
n Unified communications (UC) that provides infrastructure to meet peak
demand, route the customer to the best service agent, and communicate
options to the customer
n Anticipatory search that alerts travelers of disruptive events such as bad
weather, aircraft delays and traffic delays15
n Tablet computers that enable tailored customer service

14) An interaction is considered seamless when the user’s status, purchase history and profile
can be accessed at all points of sale.
15) Bob Offutt, “Search: The Key to Successful Travel Sites,” PhoCusWright Inc. (December
2012).


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November 2013

Examples
n Virtual assistant technology from Next IT supports customer queries for
Alaska Airlines, Amtrak and United Airlines. On an average day, United’s
virtual assistant, Alex, responds to over 75,000 customer inquiries. During
irregular operations (e.g., storms, volcanos), Alex has exceeded over
100,000 calls in one day.
n In the banking sector, Coastal Federal Credit Union – using personal teller
technology from uGenius (now owned by NCR) – became the first bank to
use only video tellers. The bank cut teller costs significantly and expanded
teller hours.
n Using hotel shopping and booking technology developed by Hotelicopter,
Choice Hotels, Hilton, Hyatt, InterContinental, Marriott, and Wyndham
have implemented a hotel shopping service called Room Key that
supports all their properties. Properties can be displayed in a number of
ways. The Room Key display enables travelers to easily see prices, access
reviews and compare property features. Competition is in the value of the
stay, not the distribution channel.
n U.K. travel management company Portman Travel is using UC as a key
part of its customer service strategy. Using UC to link 17 sites and 550
users, Portman has reduced call waiting time to under three seconds and
achieved a £30,000 ROI. The company is now using its communications
infrastructure to provide video conferencing to its clients as an alternative
to traveling.
n Delta Air Lines provides real-time luggage tracking to customers on their
mobile devices.
n Several airports in the U.S. and U.K. have introduced projected holograms
in the form of avatars to assist travelers.
n American Airlines provides flight attendants with tablet computers
that they use to recall/record food and drink preferences, customer
names, frequent traveler statuses and special needs. British Airways is
experimenting with a similar strategy.

Implications
Demand for customer service will increase, and the cost of providing it will
decrease, thanks to new technologies. Quality customer service, however, is in
the eyes of the beholder. Excessive menu trees or outsourced call centers in
foreign countries may cut monetary costs, but frustrate customers. Each travel
company needs to determine how to use customer service technology in a way
that increases customer satisfaction and reduces costs. On a personal note,
using Alaska Airlines’ virtual assistant was a satisfying experience.


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November 2013

Trend 5:
Cross-platform data access engages users
To consumers, the future involves the ability to access desired digital information
regardless of device. To businesses, this same future is a development and
support nightmare.
Businesses once had little to worry about in terms of client-facing applications
– just choose between Java Script, Java and Flash with CSS. But in the wake
of the proliferation of various mobile devices – the iPad, iPhone and the many
devices running Android or Windows 8 – interfacing with clients has become
much more difficult. Apps exist for every device, in multiple languages, and
on different operating systems. In addition, custom code must run in each
environment to detect screen size aspect and resolution.
While the world seems addicted to mobile apps, the business cost of
developing and maintaining apps for all the disparate environments means
it’s often more practical for companies to “write once, run anywhere” using
HTML 5. Figure 8 (above) shows the criteria companies can use to judge the
effectiveness of using an app versus a browser on a mobile device.
Supporting all these devices and interfaces may be confusing and costintensive, but the future will only bring more devices. For example, Apple has a
smart wristwatch in the works.16
In addition to smartwatches, devices and systems are in design – or already
available, in some cases – that interpret human gestures, enable touchless
interaction with PCs, recognize and understand speech, and allow users to
operate and secure vehicles using their voices.

Technology
There has been rapid development in technologies that enable users to access
their desired information from any smart device. Such technology frees users
from loyalty to, for example, a specific phone or tablet, as they can get the
digital data they need from whatever device is most convenient at the moment.
One of the most popular of these tools is Siri, the intelligent personal assistant
on iPhone models 4S and newer. With a solid set of business rules and a
speech recognition system, Siri is paving the way for smart devices users
can address with speech commands. Efforts to build the next-generation
intelligent personal assistant are underway in the banking, medical and travel
industries.
Also in development are devices that will communicate with humans via
gesture, eye movement detection and 3D interaction. And portable devices
will soon be able to move from the home (or office) directly to the automobile’s
computer and communications system.
16) Nick Bilton, “Disruptions: Where Apple and Dick Tracy May Converge,” New York Times Bits
blog (Feb. 10, 2013).


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November 2013

Examples

Figure 10

n Using curved glass, Apple is rumored to be developing
a wristwatch that runs iOS. Several Bluetooth-capable
wristwatches are already on the market. One such
device is Pebble, which can connect to iPhones or
Android devices (see Figure 10).

Pebble Bluetooth Wristwatch

n Desti, a travel guide for iPads, uses technology similar
to Siri’s to deliver answers to travel-related questions.
n Hertz is building intelligent kiosks that include browserbased video chat, interactive sharing and co-browsing.
The kiosks improve customer service, reduce costs (the
interactive chat connects to a single national service
center), and increase ancillary sales. They include key
safes and readers for myriad ID documents. With these
kiosks, Hertz is expanding into hotels and repair shops
without the overhead of staffing.

Source: getpebble.com

Figure 11

Google Glass

n The Crown Towers Hotel in Melbourne, Australia uses
UC from Cisco to create a unique in-room experience.
Guests can use the touchscreen to request room
service, call housekeeping, check local weather,
check flights and look at restaurant and retail store
information.
n GM is incorporating a feature on some 2013 models
that allows drivers to initiate Siri by pushing a button.
n Google Glass is a wearable augmented reality display
(see Figures 11 and 12). It can take pictures and videos,
interface with social networks, retrieve information,
advise users of upcoming events, and match pictures
with associated data. For travelers, it can offer local
transportation schedules, display restaurant menus,
show hotel alternatives with rates and ratings in a
given geographical area, advise of flight connections
and delays – and all from a simple, glasses-like device.
Google is currently seeking developers for the Google
Glass app store. At the same time, the company is
cultivating 8,000 consumers to be its core group of
customers for the device.

Source: Google

Figure 12

Google Glass Display

Implications
Cross-platform data access requires travel companies to
track the changing user interface patterns of their customers
to provide the appropriate level of service. This will be a

Source: Google


Page 16


November 2013

continuing process as new technologies evolve and businesses become less
restrictive about the devices their employees can use for particular tasks. The
suppliers and distributors that support the most user-friendly, convenient
interfaces will enjoy increased market share.

Trend 6:
A cloudy future beats no future at all
Research from IDC shows that worldwide revenue from public IT cloud
services exceeded $21.5 billion in 2010 and will reach $72.9 billion by 2015,
representing a compound annual growth rate of 28%. This growth is over four
times the projected gains for the worldwide IT market as a whole. By 2015,
one of every seven dollars spent on packaged software, server, and storage
offerings will be through the public cloud model. However, in an industry
poll of IT executives at travel companies, PhoCusWright found that 55% of
respondents spent 4% or less of their total IT budgets on cloud computing.
In contrast, according to a 2012 study by IDG Enterprise, spend for cloud
computing across all business sectors averaged 34% of the total IT budget.
More than half (63%) of the 1,650 IT professionals polled expected to increase
spending on cloud computing solutions in the next 12 months.17
Although the PhoCusWright sample was limited, the difference in the amounts
spent on cloud computing in the travel industry versus in industries as a whole
is substantial. At this rate, travel will significantly trail other verticals in realizing
the cost savings and business value of cloud services.
In the meantime, no less than 15 organizations are currently working
on standards for cloud computing, which will enable its growth and
institutionalization as a resource.18
Cloud computing has the potential not only to reduce IT costs and improve
time to market, but, with cloud brokerage services, to define and develop new
cloud services by combining different sources of content. Cloud brokerage
is like a web services mashup, where a developer assembles content and
e-commerce capability from different sources into a cohesive, integrated
application. For example, cloud brokerage services could allow a cloud-based
service to combine rail and air content for a multimodal trip planning tool.

Technology
Figure 13 shows a generic, high-level cloud computing conceptual reference
model that was created to explain the requirements, uses, characteristics and
standards of cloud computing.

17) “Research Indicates That Cloud Increases Short-Term Costs for Long-Term Gains,” IDG
Enterprise press release (Apr. 2, 2012).
18) Cloud Standards Wiki.


Page 17


November 2013

Figure 13

NIST Cloud Computing Conceptual Reference Model

Source: National Institute of Standards and Technology, U.S. Department of Commerce, Special Publication 500-292

A key player in this model – particularly for travel distribution – is the cloud
broker (see Figure 14). Since most travel points of sale use aggregated content
from multiple sources, a cloud-based content aggregator holds significant
potential.

Figure 14

Cloud Broker as Service Aggregator

Cloud Provider 1
Cloud Consumer

Cloud Broker
Cloud Provider 2

Source: National Institute of Standards and Technology, U.S. Department of Commerce, Special Publication 500-292


Page 18


November 2013

The cloud broker manages the use, performance and delivery of cloud
services and coordinates the relationships between cloud providers and cloud
consumers, including:
1) Service intermediation: Adds value to a given service, such as access
to cloud services, identity management, security and performance
reporting.
2) Service aggregation: Combines and integrates multiple services into
one or more new services. A travel-related example would be a cloud
broker integrating airline direct-connect fares with GDS results.
3) Service arbitrage: Service aggregation without fixed sources. For
example, a travel agent obtaining the lowest rates for a given hotel from
five different sources, even though those sources might change over time.
Cloud aggregation services are similar to those the GDSs perform today.
However, in the face of new channel pressures such as direct connect, travel
companies may need to look beyond GDSs for aggregation. And given the
myriad business management technologies travel companies need to interact
with, they may find other uses for cloud brokers as well (see Figure 15).

Figure 15

The Role Cloud Brokers Could Play in a Travel Company’s Cloud Architecture

Source: National Institute of Standards and Technology, U.S. Department of Commerce, Special Publication 500-292;
PhoCusWright, Inc.


Page 19


November 2013

Examples
While no acknowledged cloud broker vendors have entered the travel space,
key players in other industries include:
n IBM’s SmartCloud Aggregator offers tools for a service provider to broker
cloud-based services and aggregate content from both inside and outside
the firewall and deliver the results to a variety of points of sale. SmartCloud
Aggregator is targeted at the telecommunications industry, where
provisioning mobile services is an ideal application for cloud brokerage.
n Jamcracker supports self-service cloud fulfillment and channel
enablement. It provides tools for technology organizations to aggregate
content in private and public clouds for corporate users.
n Liaison Technologies sells tools for integrating systems (either on the
businesses premises or in the cloud), transforms data to meet proprietary
needs, and supports the translation of data into information.

Implications
Cloud computing can provide a substantial reduction in unit cost and increase in
technical capability. Cloud brokers can potentially expand business capability, and
effective use of cloud computing can provide substantial competitive advantage.

Trend 7:
Intermediaries require fresh approaches
throughout the travel cycle
As travel products become more complex and distribution channels increase,
the role of the travel intermediary must advance beyond just offering advice and
arranging travel. Traditional travel agents aren’t the only ones who need to adapt
– travel management companies (TMCs) and OTAs have catching up to do, too.
To retain and expand market share, intermediaries must come up with
strategies to function optimally in an environment – i.e., our everyday lives –
dominated by the following technological influences:
n Proliferation of information. At each stage of planning a trip –
whether for business or pleasure – travelers confront an incredible number
of information sources. The challenge for intermediaries: to cut down on
information overload.
n Digital transformation. What used to be on paper is now available digitally.
n Cross-platform data access. Information in digital form is available
virtually anywhere on your device(s) of choice.
n Social networking. Social networking permeates everything we do,
from shared trip planning to destination selection. Intermediaries need to
leverage the surge in social media to better assist their customers.


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November 2013

n Changing business models and disintermediation. The pressure for
direct connect for air shopping, along with Concur’s Open Booking
and the continued success of metasearch, is changing the distribution
landscape. Travel components – once commodities – are now
differentiated products. This shift puts the burden on the intermediary
to facilitate comparison shopping and pursue up- and cross-sell
opportunities.
n Business analytics. Business analytics give travel companies the tools to
understand their businesses, customers, suppliers and competitors on a
more complex level. This knowledge enables companies not only to make
improvements right away, but also to plan for future ones.

Technology
Myriad technologies can help intermediaries refresh their approaches to
helping customers plan, shop for, and book travel. Particularly hot areas of
development include technology for:
• Content aggregation and distribution
• Customization and personalization
• Enhancing the customer experience
• Cross-platform data access
• Big Data
• Predictive analytics

Examples
One challenge intermediaries face is facilitating comparison shopping. Figure
16 shows flight options for a trip from Vancouver to Montreal on the WestJet
Figure 16

WestJet Flight Schedule

Source: WestJet


Page 21


November 2013

website, featuring traditional (commodity) flight alternatives.
In contrast, the Air Canada site displays this multitude of offerings for the same
route:
Figure 17

Air Canada Flight Schedule

Source: Air Canada

Fare options include the following services:
Figure 18

Air Canada Product Offerings

Source: Air Canada


Page 22


November 2013

Along with this bonus shown at left:

Figure 19

Air Canada Banner Sale Offering

The dilemma of the intermediary – whether automated or
live – is how to simultaneously 1) offer the kind of tailored
product choices Air Canada does, and 2) enable comparison
shopping with dissimilar offerings from multiple airlines.

Implications
The role of the travel intermediary will become substantially
more complex in the next several years. Instead of just
selling the best airfare between Point A and Point B,
intermediaries will have to provide the best (or lowestcost) travel experience as a whole. This new imperative
requires (sometimes drastic) changes – and investment – in
technology, training, customer service time, and service
delivery tools. If intermediaries can’t make the needed
changes, they will cede shopping to suppliers.
Source: Google

Trend 8:
Big Data makes travel smarter
Big Data refers to amounts of data so large they cannot be processed with
traditional tools and technology (e.g., relational databases and normalized
structures).19 How much data is “Big”? The amount ranges from tens of
terabytes all the way up to petabytes.
Only a few Big Data initiatives in travel have been successful so far.20 While
companies can use multiple approaches to create business value with Big
Data, many barriers stand in the way of realizing that value. A few examples:

Value: Detailed transactional data about website performance, call center
metrics, display optimization, conversion cause and effect, and multichannel
performance can assist management in fine-tuning every aspect of the travel
product sale.

Barrier: Travel companies historically have focused on transactions, either
through the GDS or with their own technology. Focusing on data represents
major changes in technology and operations.

Value: Big Data allows precise segmentation.
Barrier: Beyond loyalty programs, which vary substantially in their
understanding of customers, the travel industry has focused on the trip
19) Bob Offutt, “Big Data: Redefining Travel Business Decision Making,” PhoCusWright Inc.
(July 2012).
20) Evan Konwiser, “Big Data in Travel: Rubber Hitting the Road, But Only for Some,” Tnooz
(Jan. 25, 2013).


Page 23


November 2013

itself rather than on specific characteristics of travelers and their friends.
Implementing effective segmentation models requires major reengineering of
technology platforms.

Value: Big Data can help companies define new products and services. For
example, by monitoring social media (a key source of Big Data), travel companies
can better understand how to create more relevant – and valuable – offerings
for their customers.

Barrier: Many travel companies are highly dependent on GDSs for products, so
room for customization is limited. For travel companies that can develop their own
products and services, social media monitoring provides a major opportunity.

Value: Big Data supports effective business analytics, and business analytics
provide critical positioning capabilities: market intelligence, competitive
intelligence, sentiment analysis, customer attributes, and discovery of trends
and patterns.

Barrier: The gap between gathering business intelligence and acting on
it is wide. To bridge this gap, travel companies need to reengineer their
approaches to business. One example of a successful move in this direction
is Delta Air Lines, whose social media staff includes representatives from
corporate communications, marketing and reservations. This team creates
Delta social media campaigns and monitors social media 24/7.21 A few years
ago, Delta learned (via a YouTube video) that it had charged soldiers returning
from Afghanistan for some of their checked bags. Less than 24 hours after
the incident, Delta changed its policy and apologized. For an airline to be so
responsive to social media and to change a policy so quickly is remarkable.

Technology
Technologies that support Big Data are evolving to provide greater performance
and response times. This boost in speed enables real-time interaction with
customers and faster decision-making for management. Major suppliers like
Oracle have developed NoSQL offerings, and Hbase22 – a database extension
of Hadoop and NewSQL23– has improved performance and response times.

Examples
n Costco Travel:24 Costco Travel offers thousands of unique variables to its
customers as they plan a trip. These variables include length of stay, travel
dates, destinations, hotels, room categories, meal plans, transportation
options (rail, air, car), transfers, sightseeing, activities and insurance.
21) Dennis Schaal, “Inside Social Media at Delta Air Lines – A Behind-the-Scenes Look,” Tnooz
(June 16, 2011).
22) “What is Hbase?” IBM.
23) “New SQL,” Wikipedia.
24) “Costco Uses Google Analytics to Grow Costco Travel, Its Online Travel Business,” Google
Analytics (2010).


Page 24


November 2013

Using Big Data, Google Analytics and a fluid purchase process, Costco
Travel has identified many opportunities to deliver better customer value.
Since employing this technology, its vacation package sales and overall
conversion rates have substantially increased.
n Choice Hotels:25 Choice Hotels is setting up a master record for every
guest and loyalty program member. Each profile will capture a variety of
data: customer service history, bookings, and on-property selections like
food and beverage. The master record will allow service personnel to find
out what creates loyalty for various customers and to tailor experiences
and custom offers. The enhanced loyalty program delivers $1 out of every
$3 in revenue earned by Choice Hotels International.

Implications
Big Data is a gold mine. Travel companies need to analyze its potential
to support future product and service offerings. In many cases, the data
companies need exists but remains uncollected or is in a form that won’t
support the direction the company wishes to move in. This missing data makes
developing a data strategy and action plan even more critical.

Trend 9:
Better travel management through
predictive analysis
Business intelligence (BI) is a collection of tools and algorithms companies
can use to make sense of – and informed decisions about – the immense
amount of data they have available. BI can be especially helpful for companies
navigating the travel industry, given its broad scope and complexity.
Travel was an early leader in BI, and suppliers currently use sophisticated
BI tools in the revenue management process. But supplier and distribution
channels have evolved – sometimes rapidly – and use of BI to manage those
channels hasn’t kept up. Effective BI for channel management requires
access to high-quality data, which is often difficult to acquire (the travel
industry is made up of service providers, not data experts). And because
channel development is fragmented, a travel company’s most useful data
about its channels is often scattered throughout the company (e.g., in Excel
spreadsheets). Figure 20 shows the typical customer engagement life cycle.
This cycle is complex when each channel is managed independently, but
becomes considerably more so when channels are managed collectively.
While the travel industry continues to bumble along with graphs and tables
of historical data, other verticals are graduating to the next level of predictive
analysis: simulation, prediction, optimization and other metrics, including
25) Ritesh Gupta, “Data Matters and Why Loyal Members Could Be More Lucrative Than You
Think,” EyeforTravel, (Oct. 15, 2012).


Page 25


November 2013

Figure 20

Customer Life Cycle by Channel

Source: PhoCusWright Inc.

real-time reporting and analysis. Simulation and prediction optimization
are key capabilities that will provide business differentiation between travel
companies.
The BI market (including data warehouses and customer relationship
management analytics) is growing at 9% a year and is expected to reach $136
billion by 2020.26

Technology
Triometric provides tools that analyze XML traffic by channel. This capability is
necessary to collect and analyze historical data that might otherwise be lost.
With the rapid rise in number of distribution channels, travel suppliers and
distributors need to understand the dynamics of each channel they use.
Hotel IQ, a product from Intelligent Hospitality, sells tools that enable revenue
managers and sales and marketing departments to look at past performance
and forecast future business. A booking pace analysis, one of hundreds of
views that Hotel IQ provides, can display the booking pace of any past or
future period by any combination of market segment, sales channel, source
market and room type (see Figure 21).

Examples
n Thomas Cook Netherlands, after seeing a substantial increase in its online
26) Drew Robb, “Gartner Taps Predictive Analytics as Next Big Business Intelligence Trend,”
Enterprise Apps Today (Apr. 17, 2012).


Page 26


November 2013

Figure 21

Hotel IQ Booking Pace Analysis

Source: Intelligent Hospitality

bookings, was concerned that without clear visibility into the customer
experience, the company could not understand where customers
were struggling. To address this, Thomas Cook employed Tealeaf to
monitor customer shopping and purchase patterns. In three months, the
companies found that Thomas Cook had lost over €3 million in revenue
due to website software errors.27
n GTA (Gullivers Travel Associates) collects data on thousands of hotels and
destination services from Salesforce.com and other sources and stores
them in a consolidated data warehouse. Accessing real-time information,
analysts can accurately predict peaks in demand and open hotel rooms.
This allows GTA to avoid shortfalls and develop customized offers to
increase customer bookings for hotels and destination services. GTA uses
Triometric to monitor and analyze its 18 million daily XML transactions.

Implications
As travel content, context and technologies change, managing both supply
and distribution channels is critical. Travel companies need to determine their
own “best practices” for optimizing content acquisition and distribution.
Doing so involves acquiring the appropriate tools and establishing business
processes and management structures to monitor, analyze and respond to
channel business intelligence.

27) Tealeaf case study with Thomas Cook Netherlands (2013).


Page 27


November 2013

Trend 10:
Short-range communications links improve
processes
Most people are acquainted with Bluetooth, but fewer know about radiofrequency identification (RFID) and near-field communications (NFC). All three
technologies provide limited-range communications capabilities:
n Bluetooth: Allows communication from device to device within a 30-foot
range28 and supports voice and information transfer.
n RFID: A computer chip (or “tag”) attached to an object transmits and
receives limited amounts of information from a radio station receiver.
The RFID system can have either an active (battery-enabled) tag, which
periodically transmits data or responds to query signals, or a passive
tag (no battery), which responds when queried by a radio signal.
Communication can range as far as 200 meters.
n NFC: A short-range data connection protocol between a device and a
radio station receiver. NFC is a subset of RFID; its scope and range are
more limited.
All these tools are solutions looking for problems to solve. Because of its
ability to handle voice communication, Bluetooth has been used most often
as a dongle placed in the ear to serve as an extension of a mobile phone.
Bluetooth is also used to monitor pressure in car tires.
RFID has made itself useful in various arenas:
n Access management
n Tracking objects (e.g., individual items, bulk shipments, airport baggage)
n Tracking persons and animals
n Collecting tolls
n Contactless payment
n Machine-readable travel documents
Most RFID applications are operational in nature, but RFID can also enable
companies to make tactical and strategic decisions based on traffic and
purchase patterns and other observable parameters (e.g., preferences of
adults with families versus those without). Using these patterns, companies can
make smarter decisions about design and scheduling for destinations, event
venues, amusement parks, hotels and other areas where people congregate.
NFC has found a home as an enabler of room check-in, localized payments,
Google Wallet and other payment and “permission to enter” services.

28) Bluetooth Basics


Page 28


November 2013

Technology
Over 40 vendors have released NFC-enabled headsets. Google supports NFC
with the Android mobile operating system, and BlackBerry enables it on the
BlackBerry 10. Microsoft supports NFC on its mobile operating systems as well.
MasterCard has added NFC support for its PayPass service. Notably missing
from this list are Apple products.
With the aim of creating the foundation and encouragement for service
providers to introduce NFC applications, France Telecom-Orange Group plans
to roll out 10 million SIM-based NFC phones in 2013.29

Examples
n A joint venture by AT&T, Verizon and T-Mobile has developed a single
platform called Isis, which allows NFC-enabled mobile phones to function
as credit cards for any of the 200 million customers using the carriers’
mobile services throughout the United States.
n Disney has created an RFID-enabled, rubberized bracelet dubbed
MagicBand. MagicBand admits guests into the park, provides their names
to park employees for greeting, and allows them early boarding for
rides, among other functions. Guests can also use it to enter their resort
hotel rooms and pay for park products and services. From the guest’s
perspective, MagicBand is very experience- and convenience-oriented,
which could make RFID a key factor in customer satisfaction and retention.
n MagicBand also allows Disney to track every guest. While tracking will
help Disney improve efficiency and customer service, it will also let Disney
know where you are every second of your stay (and thereby maximize
guest spending). Strategically (as mentioned above), tracking information
can reveal traffic and congregation patterns that can later help engineers
improve the theme park design, including placement of services and new
attractions.

Implications
Beyond recognizing and enabling contactless payments, destination venues
should consider the value of monitoring visitor patterns, as this data can
lead to improvements in the visitor experience. We have only begun to see
the potential of short-range communications links in all aspects of the travel
process, from payment to facilities design.

Conclusion
As technology advances, so do customer expectations. Travelers expect timely
29) “Orange Presents Its ’10 Commitments’ in Brussels, Contributing to Europe’s Digital
Agenda,” France Telecom-Orange press release (Mar. 20, 2012).


Page 29


November 2013

information and a quality experience that meets their needs during each step
in the travel process. For companies, there are no cookie-cutter solutions
when determining how to use new technology to meet business and customer
needs – each travel company has its own culture, goals, business processes
and target audience. Still, in order to face the future looking forward (rather
than playing catch-up), travel companies must:
n Be aware of social media’s role in your business. This could mean
monitoring Facebook profiles, detecting service issues, or using social
media for active marketing campaigns.
n Deliver tailored content. Don’t offer too many choices: Travel shoppers
are increasingly using mobile devices for trip planning, and on a mobile
device, options can quickly become impossible to sort through. Refine the
information you provide – and make travel shopping easier.
n Make content available on any smart device. People are shopping on
desktops, smartphones, tablets, and maybe soon, even Google Glass.
n Know how each of your channels is performing. Supply and
distribution channels are popping up like crazy, and travel companies
need BI about volume, performance, reach, customer characteristics,
buying patterns and profitability for each channel they use.
n Redesign software and customer engagement practices so users can
shop and book more complex products. For traditional air, this means
selling ancillaries and branded fares. For low-cost carriers, it involves
going to multiple sources and using multiple business processes. For
destination events, activities, restaurants, and specialty lodging, it involves
presenting content from multiple sources to the customer. v

PhoCusWright is the most credible and quoted source for travel, tourism and hospitality
research worldwide. Our marketplace intelligence is the industry standard for segmentation,
sizing, forecasting, trends, analysis and consumer travel planning behavior.
Still not sure we have what you're looking for? Contact me today for help finding
the research that can make the difference in your strategic planning.
Florence Kaci
Director, Sales EMEA and European Market Specialist
+44 (0)20 32 947 146
Mobile: +44(0)77 02 967 466
fkaci@phocuswright.com


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