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5 Golden Tips for Senior Solo Travellers
| October 7, 2019
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Article | February 24, 2020
The travel and leisure industry is undergoing a major evolution with personalisation. Travellers’ experiences can now be deeply customisable at every stage, from research and booking to tailoring the main event itself, and interactions after it has taken place. Choices are plentiful on the internet and whether people realise it or not, they want businesses to provide them with an experience adapted to their needs and preferences. New releases in technology are enabling the transformation of the customer experience through hyper-personalisation, while at the same time increasing the efficiency of business operations. Advancements in MarTech and related tools are increasingly being applied in travel and leisure to make the world seem more connected, empower travellers to explore, simplify the decision-making process, and be on hand to guide users through their journey.
To deliver the richer, more fulfilling experiences that travelers crave, travel brands depend on a growing cache of customer data. More data can mean more opportunities to deliver an elevated human experience, personalized to each traveler’s needs and wants. But many brands are opaque about just what data they are collecting, and customers often don’t have any way to know how it may be used, how well it is secured, and what, if any, control they have over their personal information. Hence, the trust that travelers place in the industry is at risk, which ultimately could impact their travel choices.
I recently attended a Venture Beat webinar entitled: 3 Keys To Moving Toward White-Box, Explainable AI. The panel discussed varying degrees of transparency in respect to understanding the output from artificial intelligence, the worst being a black box where the underlying decision is masked in AI algorithms. So what does this all mean? Of course, in the travel industry, we traditionally have a different term for a “black box”, but in the context of AI, a black box output implies that it may be challenging for the target audience to understand the rational for a given decision. The key here is defining the target audience.
The internet is littered with the bodies of companies unable to adapt when Big Tech moved to offer a service for free. Possibly the most famous example in tech history remains Microsoft’s decision in 1996 to give away its browser Internet Explorer bringing Netscape’s skyrocketing share price to an abrupt halt. The rest is history. Although Google’s recent decision to stop charging for leads to airlines and OTAs in Google Flights might look insignificant in comparison, it is sending shockwaves across the travel industry. To understand why, it is important to understand Google Flights’ weight in the airline distribution ecosystem.
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