American Airlines Facebook Widget

American Airlines announced today the release of a widget for Facebook in an effort to "understand how consumers interact with one another"." The tool allows Facebook users to share trips within their network and comment about their experiences. American has always been a leader online going all the way back to the late 1990s when they introduced an early attempt at personalization with BroadVision (later replaced by ATG) on AA.com. I doubt the agenda is really to understand customers as AA has extensive research on customer behavior both at AA.com and through more traditional survey methods. It is more likely the widget's purpose is to understand how AA can work within a social network to help influence future bookings. AA is also working with Microsoft on delivering ads in Facebook. As with any social network effort, sometimes the results are not what the vendor expects. For example, here is the first comment on the TravelBag Facebook page: "The design sucks. It should allow the end user to control what shows on his/her profile page. Get rid of the goofy suitcase. It eats up about an inch of screen space and adds absolutely nothing to the user experience [just add "American Airlines" into the box title]." And this comment "Disappointed as a loyal AAdvantage member that this can't pull in my existing reservations from AA.com." These comments point to the challenges of creating widgets for social networking and the need to integrate the widget with the existing reservation process. That being said, I applaud AA's effort to find a place within the expanding role of social networking.

Unbundling Air Fare Costs

,Today Delta matched earlier moves by United and USAirways to charge $25 for a second checked bag. This is both a reaction to increased operating expenses due to escalating fuel costs as well as the clear desire to unbundle airfare pricing. It is interesting to note that this fee " will not apply to first-class or business-class customers or members of Delta's frequent-flier program who log at least 25,000 qualifying miles of travel per year." "Those travelers will still be able to check up to three bags without extra fees". This week JetBlue also announced a fee for seats with more legroom, a practice used by United for many years. Apart from the obvious economic motivation for these actions, unbundling airline pricing is as much about customer segmentation as product differentiation. For years the airlines have resisted the notion of the airline seat as a commodity. Despite this effort, most travelers only differentiate the airline's product based on their personal loyalty value (e.g. frequent flyer programs and in particular the ability to upgrade) or poor service experience. I have to confess I have fallen into this trap as well as every time I fly AA I seem to have a problem, though countless stories of a similar nature can be found with any airline. The more interesting effort at play here is the customer segmentation strategy. Yes airlines tend to be lemmings and add fees or change services based on a market leader implementing a change, but trying to better target higher value customers is a noble goal for any business. The irony of the airline industry is that thought the carriers pioneered loyalty programs, they have great difficulty in implementing customer segmentation at the point of purchase. This is both due to the number of players in the value chain (e.g. travel agency (or TMC) GDS, payment providers) and the legacy technology used to distribute their inventory. As long as the customer information is wrapped together with the transaction stored in a old 60's style mainframe, airlines will have continued challenges in their attempt for differentiation their products and ultimately offering dynamic pricing reflecting the customer's true value. The market leader in unbundling airfare costs has been Air Canada and thus their motivation to re-engineer their airline CRS system with ITA software.

WiMax at airports

WiMax's first commercial rollout may very well be at U.S. airports. The goal is to provide a faster upload of manifests, flight plans and onboard entertainment for incoming aircraft. For those not familiar with the term, WiMAX (Worldwide Interoperability for Microwave Access) is a wireless industry coalition whose members organized to advance IEEE 802.16 standards for broadband wireless access (BWA) networks. In other words, WiMax is like WiFi on steroids, faster connections covering a wider area. It is interesting to see our industry embrace WiMax as a way to improve productivity. Proximetry, a San Diego based company who provides the software for this initiative hopes to use WiMax to replace the current "sneaker net" process in respect to uploading information on board. It is unclear if the same WiMax technology could be used by consumers.

Sprice: Meta Search for Static Packages

I had a great conversation this morning with Jerome Thil the CEO of the French meta-travel search company Sprice. In Europe and other parts of the world purchasing static vacation packages has been the norm long before the advent of the Web. That buyer behavior has changed a bit with the concept of dynamic packaging, but roughly 80% of travel-related searches by European consumers still focuses on static packages. The Sprice meta-search capability is currently only available on the Spice French site:



For those not up on their French the "Sejours" button starts the travel search for packages. The package meta-search capability took 4 years to develop and uses an interesting technology approach to capture the unstructured and non standardized content from package seller Websites. Rather than using intelligent agents to screen scrape the site, Sprice built an extraction application as an extension to the open source Mozilla Firefox browser. As a Sprice developer uses this modified browser to identify fields on a given site, the extension records the session and thus captures the structure of the site. When the user enters a search query, behind the scenes, the Sprice technology sends these knowledgeable browsers to the sites tracked and extracts the information. Please note that this is a fairly simplistic way to describe the technology as cleansing and parsing the data is a major step in providing consistent comparisons across sites and thus the 4 year development cycle to bring this to market.

Comparative shopping is at the heart of the Web. Rather than focusing on air or hotel shopping as many competitors are already doing (e.g. Kayak, Mobissimo, Farecast), Sprice is focused on the package segment providing important functionality to markets that still predominantly purchase pre-packed tours. User generated content and mobile applications are on the near Horizon for Sprice, particular as the company has a long standing relationship providing the travel channel for the large European Telco, Orange.

iPhone SDK: The Good News and Bad News

Yesterday's announcement concerning the availability of the iPhone SDK (Software Development Kit) is significant for potential travel application developers. The iPhone has shifted the focus from cell phones to mobile Internet devices with the first full function mobile Web browser. Applications written for the iPhone can be downloaded directly from the Internet bypassing the traditional walled garden of the wireless providers. The announcement specifically emphasized application development for the business market to compete with RIM's Blackberry, the leading corporate smartphone. Venture capitalist firm Kleiner Perkins Caufield & Byers announced it was creating the $100 million iFund to help new developers for the Apple handheld platform. As a result there is a lot money on the table to encourage developers to create corporate oriented apps. Are you listening travel software vendors? That's the good news.

The bad news goes to the heart of what Apple is about: proprietary software. Though the iPhone design is truly revolutionary, the corporate strategy of a proprietary operating platform environment may constrain development. There is fear among developers that Apple will limit the ability for third-party developers to distribute apps, in the same way they did with the iPod gaming market In addition the ability to write the application once and have it shared across devices is impossible with this proprietary approach. For example many of the current mobile applications are written in Java which can run any device that has a Java Virtual machine (JVM). This week Apple also announced that they will not support a Flash Virtual machine on the iPhone limiting the use of Macromedia's Flash, a very popular way developers have added animation and desktop functionality to Web apps. In addition, the Telcos are not happy with Apple as the iPhone has eliminated the revenue associated with the control over application distribution that has been a driver for the walled garden approach. A slew of new iPhone like devices is already hitting the market with many more on the near horizon. Apple has again been pivotal in the development of new platforms as it was in the creation of the personal computer, but may fall victim to the same low marketshare fate if open applications environments such as Google's Android platform take hold allowing a more practical path for cross platform mobile application development. I don't believe we'll see the iPhone's share of the mobile market diminish as it did in the early days of the PC, but limiting third party application development is never a good thing in the age of open source computing.

Farelogix and ITA software: An update on GNEs

A news release late last month announced a new relationship between Farelogix and ITA Software. First a bit of disclosure, Farelogix has been a Travel Tech Consulting Inc. (TTCI) client and I have known the founder of ITA Software since 1997 when I participated in a presentation at Sun Microsystems (another TTCI client) where Jeremy Wertheimer first presented the ITA faring solution as part of a visit by a major TMC. Many in the corporate travel world may falsely believe that the concept of a GNE (GDS New Entrant a term coined by a former UA executive back in 2005) is old news and is no longer relevant based on the 5 year agreements signed last year between the major airlines and GDS. How are the GNEs continuing to survive and why have the three original GNEs embraced each other? It is important to note that G2Swithworks the other major GNE who received lots of press in 2005 already has a relationship with ITA Software as well as sharing a funding relationship with Texas Pacific Group who now also owns Sabre). In 2006, ITA shifted their focus away from GDS bypass to building a next generation CRS (Central Reservation System) for their "beachhead client" Air Canada. Farelogix has successfully continued to sign direct connection agreements with major airlines and was selected to provide the plumbing for BCD Travel's Renaissance Project. There are four major trends that continue to provide opportunity for these so-called GNEs

1. Unbundling of Air Pricing- The move by the airlines to provide a menu approach to pricing that charges different fares for different levels of services (e.g. a different price if you don't check bags or change your ticket) is being implemented or considered by all the major airlines. Whether the traditional mainframe-based platform of the GDS can accommodate this new pricing strategy is still an open question.
   
2. Leverage to Negotiate lower GDS Fees - Another key issue keeping the GNE activity alive is whether GDS fees can be further reduced beyond current agreements. The fixed costs in operating a GDS may limit how low their fees can go in the next round of negotiations. Even though we are about 3-4 years away from the renegotiation, airlines continue to support alternative distribution as a way to provide leverage for future negotiations.
   
3. Flexibility to Control Distribution - In 2006, Farelogix released its Distribution Manager software which enables " TMCs to effectively control the sourcing for each supplier's inventory through preferred booking sources, while maintaining contractual commitments to the various Global Distribution Systems (GDS) and direct supplier relationships." This control over distribution may be used by the TMC or corporation to gain further leverage in airline negotiations
   
4. Shifting the Aggregation point to the TMC - The reality of travel distribution is that content continues to remain fragmented. For example, corporate buyers continue to push hotel reservations through the GDS (either through self-booking or call center activity) but a good portion of hotels are still booked via the telephone. In Europe, where travel inventory has always been fragmented, a need to integrate boutique hotels, rail, ferry and other components into a super PNR is still required. BTN highlighted this in a recent article regarding HRG and BCD super PNR efforts.
   

So back to the issue at hand, why a partnership with ITA and Farelogix? The answer is simple, ITA has proven over the past 8-9 years to have the best 3rd party shopping and faring application. Farelogix has taken a more agnostic approach to faring offering SITA faring application, accessing the GDS faring models or now with this agreement offing ITA Software as an alternative.
Please don't misinterpret my comments here as I am NOT voicing the old hackney message that "The GDS are dinosaurs and are history" These companies still are at the heart of travel distribution both online and off. The ongoing viability of GNEs due to the factors above will continue to push the market to provide a more flexible distribution solution that ultimately allows suppliers to better segment their clients and target their best customers with special offers (a basic tenant of CRM). As the ultimate purchases of business travel, the corporate buying community needs to pay attention to this trends to insure that total supply is offered and that the corporation in conjunction with their TMC controls the distribution choices allowing additional leverage in supplier negotiations.

Alaska Airlines - Jenn Virtual Assistant

Alaska Airlines has introduced an avatar interface called Jenn on its Website. My longtime blog readers will recall me mentioning the historic Knowledge Navigator video that was introduced at MacWorld in 1989 and my belief that an intelligent assistant would truly be a killer app for the travel industry. Even though the Navigator concept eventually led to the disappointing Newton, the concept of having an avatar assistant continued to be tried. Way back in 2000, Eurovacations (a site created by Rail Europe Group and U.S. tour operator Avanti Destinations) introduced an avatar to assist in travel planning. At that time the underlying natural language search technology was not yet developed and thus Eurovacations dropped the avatar after about a year.
Interactive voice applications have been part of the travel reservation process for many years but this Alaska avatar is the first example of combining interactive voice, natural language search and an avatar interface all developed by NextIT Corporation. I caution the reader not to misinterpret my comments here. I am not saying the new Alaska airline interface can replace human interaction. In a way the innovative avatar approach simply mimics help applications that have existed for years. What may make this avatar approach work now other than the new technology behind it? We are in the midst of a generational shift where young adults who spend much of their free time with games such as World of Warcraft are entering the work force. In addition, even though SecondLife has lost lots of its luster it has brought the concept of computer animated avatars into the online consumers' awareness. Jenn is an application to watch.

InsideTrip - A new spin on the Mega-Travel Search model

A new meta-search company, InsideTrip was mentioned today in Tech Crunch.










The model is the now familiar multi-site airline search pioneered by SideStep, Kayak, Farecast and Mobissmo (not to forget the original pioneer, FareChase which only recently was put on the front page of Yahoo! Travel ). The twist is a rating system that evaluates the quality of a given selection based on three specific categories - speed, comfort and ease and 12 so-called "pain points" such as number of stops, security wait time, legroom, aircraft type, connection time, and gate location. Users can indicate which of these pain points are most important and the service will generate a unique TripQuality score for each ticket result. Interesting concept that mirrors the corporate purchasing philosophy of "Total Cost of Ownership" which measures products and services often assigning a numeric score to a qualitative evaluation. A bigger trend is represented here as well which includes personalization techniques adopted by Kayak and Mobissimo as well as semantic search evaluations by start-ups Kango, Nile Guide and Circos. The commonality is a system that filters search results based on user designated criteria. This level of personalization applied to travel search is long overdue and can produce results that are more in sync with the user's needs. That being said, the Achilles heel for these type of personalization techniques is simply a concern that the filtering may eliminate choices that would be acceptable to the user. With gradual maturing of the market for meta-search, competitive efforts promise to continue to provide different tools to filter content to better meet a user's profile. Who owns this preference profile and whether it can be used across sites, is an emerging battle for customer ownership that is underlining the goal to position the company as the first stop in travel search.

Expedia connects into Micros Fidelio

The Micros Fidelio and Expedia announcement today regarding a new direct connection capability is a significant development for the hospitality industry. A challenge for all hoteliers has always been the distributed nature of property based systems (PMS). Hotel general managers control inventory and pricing through their PMS where they evaluate room occupancy and rates in effort to maximize RevPAR (the revenue generating effectiveness of a hotel property that is calculated by multiplying the average daily room rate (ADR) by the occupancy rate). This connection opens the door for more dynamic hotel pricing online where the general manager can go to their internal system adjust pricing and deliver it electronically to the OTA. This property level connectivity was the original approach of Newtrade Technologies, a Canadian company purchased by Expedia way back in 2002. After the acquisition the focus shifted from property based connectivity to central reservation (CRS) connectivity. This has worked well for large chains such as Hilton, but did not help smaller European chains such Sunstar Hotels. The majority of hotels outside the US are small chains or boutique properties. Micros Fidelio is the leading provider of property based technology and thus this new connectivity promises to provide more control over price and inventory for smaller property as they work to distribute their inventory through Expedia.

Sabre's new Cubeless Social Networking Platform

Sabre introduced a new enterprise level social networking application today. American Express was named as an initial distributor of the application expected out later this year. The announcement is important for a number of reasons. This is the first significant social networking application created by a travel organization targeted at the internal corporate community. The Cubeless application is a brand new platform developed by Sabre Studios designed to facilitate communication to and between travelers, travel arrangers and other key corporate stakeholders. Though the precise ROI may be difficult to calculate, one should not underestimate the value of this application. Frequent travelers by their nature often feel isolated from the internal corporate community. At the same time these travelers are generally willing, and in some case anxious, to share their travel knowledge. The Cubeless application builds upon this need by allowing the employee to voice their opinions. In addition, the new Cubeless application can be used to exchange knowledge among the internal TMC staff as well. Corporate buyers should view this application as an opportunity to create more of a two-way dialogue with their best clients, the frequent travelers. A common concern about implementing a social networking application for the internal travel community is the fear that only very unhappy or very happy users will take the time to comment. This concern ignores the fact that the unhappy employee already is communicating their dissatisfaction to fellow employees. By allowing a forum to share information, the internal travel department can gain insight into employee opinions and expertise. Also it is important to note that from a generational perspective, younger employees have already embraced social networking as their preferred platform for all personal communication and thus will likely find this platform useful for internal corporate networking. Expect other social networking announcements by TMC and 3^rd party software developers over the next six months.

Agent POS platform

Yesterday, I had the opportunity to talk with Steven Bloom from SkyGate a Danish travel technology company. SkyGate has developed an agency POS platform called NewPort. The conversation and demonstration provided further evidence that the need for an enhanced point of sale platform for travel agents is a universal requirement throughout the global. For European travel agents, there has always been a requirement to deliver so called "backroom functionality" to the desktop due to the multi-source nature of European travel inventory and the need to drive invoices from the agent desktop. NewPort uses both cryptic formats and Web-based CRM techniques to deliver a platform that is easier to implement while significantly enhancing the call center reservation process. SkyGate has created a limited set of cryptic commands that are seamlessly integrated into an Amadeus booking window. This includes an innovative command which checks to see if two one-way fares are cheaper than a roundtrip fare. The NewPort off GDS profile system synchronizes with both the GDS profile as well as Self-booking tools such as iFAO's Cytric. The POS system was designed with the corporate travel agent in mind with the goal of both simplifying the transaction and enhancing the CRM aspect of the call by allowing the agent to reference prior trip activity as part of the reservation conversation. This may sound somewhat basic, but due to nature of traditional GDS only POS systems rarely will a corporate agent use past history as a way to enhance the reservation process (e.g. "Mr. Jones I see that for your last trip to London you stayed at the Park Plaza Victoria, shall I confirm you at the same hotel for this trip?). It my belief that all travel agents both leisure and corporate need a more open, robust point of sale tool that not only incorporates GDS information but seamlessly blends Web content and CRM capabilities into the reservation flow. SkyGate's NewPort product addresses this need in a practical and innovative way.

Reputation within a Social Network

I had the pleasure this morning to meet with one of the founders of Circos. In one of my earlier blogs I classified Circos in the same category as Kango. After meeting with Mario Jobbe, it became clear that Circos has a different spin on the semantic search space. Circos has launched a preview which focuses on the travel industry, in particular hotel search, but the company plans to enter other non-travel segments as they grow. One interesting feature that allows the user to look at the profile of a given author at a travel site such as Trip Advisor or Yelp!. By graphically showing the key attributes evaluated by the author of the comment, the user can get a sense of the relative frequency and reputation of the given author. This is an important spin on the semantic search approach recognizing that the opinions of the more trusted authors play a role in the value of their comments. This is just touching the surface of an important social networking dynamic that mirrors real world social networks, reputation. Suppliers have continued to express concern that review sites only contain very positive or very negative comments representing the two ends of the bell curve. Understanding the relative reputation of the author within a given site such as Trip Advisor is an important a feature easily determined by clicking on the author's name. Circos carries this one step further by aggregating 500 review sources into a single search response and thus allowing the user to evaluate the author across multiple entries posted on different sites. As review sites continue to mature, the value of a particular review can be impacted by the reputation of the author.

Airline Wireless connectivity

The recent Orbitz for Business survey results regarding the value of Internet connectivity on the plane continues to produce headlines like this " Most Business Travelers Don't Need Wi-Fi On Planes". Conclusions such as this based on this research are very misleading. According to news reports (as I have not had access to the actual survey results) the question asked whether the traveler would take a less convenient or more costly flight to get Wi-Fi. This is obviously a loaded question. Wrapping the issue of in-flight Wi-Fi adoption with flight selection is absurd. Business travelers are on airplanes for one reason only, getting to their destination so they can conduct business. In my view business travelers and the corporations they work for, will embrace in-flight broadband connectivity when it is available. In fact I would go farther to say that connecting to the Internet while on the plane will become as common as connecting in your hotel room is now. Whether the traveler will use the connectivity for business or pleasure is a different issue. Having logged thousands of miles over the years I frequently see business travelers both playing solitaire or watching a movie on their laptop or portable device as well as working on business. Let's not draw any conclusion until wireless ubiquity in the air becomes a reality.

From Cell Phone to Mobile Sensor Platform

No one would disagree that the cell phone is quickly evolving into a personal mobile computing device. Thinking of a cell phone in terms of a mobile sensor platform helps solidify the true nature of the evolution of mobile technology we are witnessing around us. What makes a mobile device a sensor platform? With A-GPS becoming standard, the ability for mobile devices to sense location is obvious, but the device could sense other things as well such as temperature, motion, barometric pressure to just name a few. In addition the ubiquitous nature of broadband wireless connectivity which is on the near horizon (e.g. WiMAX, city wide Wi-Fi coverage) promises to turn the mobile phone into the ultimate thin computing device connecting to the network for information download or upload. Here are some thoughts

• Imagine taking a picture on your cell phone camera and having it automatically uploaded to your Flickr home page.
• How about providing real-time Trip Advisor reviews when you enter your hotel room based on your immediate impressions.
• Barometric and temperature sensing could provide more realistic weather updates
• Motion sensors can track your movements and provide an opportunity to share your "walking tours" with other leisure travelers
• Restaurant reviews could be accessed from an online database triggered by your location
• Applying social networking techniques to idenfity other travelers with similiar interest is another likely way mobile technology could improve the travel experience.

The number of potential applications for the travel industry is only limited by our imagination. The computer in your hand will allow travelers to interact with online content combining feedback, information and advice all based on your location. This vision is rapdily becoming a reality.
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Why Corporate Self-Booking continues to be stuck in Travel Management 101

I am listening to a BTN/Concur sponsored Webinar regarding corporate self-booking tools. Perhaps I have a bit of a jaded view on the subject as I have been involved with corporate self-booking since the early 1990s. This presentation contained no new information. The reason the corporate travel industry seems stuck in a loop of discussion of adoption and expense integration, I believe, is due to the very nature of the "corporate buyer". Managing travel at a company is rarely a career (though there are some exceptions). As a result, the person at the company who is tasked with managing travel costs changes every 3-4 years. Often these individuals come from non-travel backgrounds (finance, procurement, admin services). In 2008, it is amazing to listen to a Webinar which so dated and doesn't seem to address current online issues such social networking (blogs, user vendor ratings). The corporate travel industry needs to wake up and recognize how consumer online travel and general tech trends will impact the industry.

Circos debuts at Demo 2008 - a Kango competitor

Demo 2008 is the annual event where start-ups get to do a brief pitch to potential investors. Circos is a new qualitative search engine:

According Tech Crunch:

"Circos most like Kango, which has also taken on the task of categorizing hotels based on user reviews. VibeAgent also has a search engine for its own site that will search hotels based on qualities.

While Kango auto-generates tags after pouring through user reviews, Circo lets users search for any qualities they’re interested in. The engine then grades and ranks the results by each quality on an “A” through “F” scale based on how well the description fits for reviewers. For example, a hotel reviewers feel is spacious would rate highly if searching for openness, but poorly if you’re looking for a tiny room.

As with most search engines, Circos’ real test will be whether its application draws users away from other hotel and restaurant sites with less sophisticated search engines. Currently there are a bunch competing in the space. However, Circos says their technology can easily be extended to other categories since their algorithm does all the tough work of pulling the most relevant qualities from reviews. If hotels and restaurants don’t appeal, another category may hold their home run."

This announcement demonstrates the unfilled market need for more qualitative search results. The key to the success of new start-ups such as Circos or Kango will be measured on their ability to become the first stop for qualitative travel search. This will require not only a great product (producing results that better match a user's search descriptions) but creating enough of a brand buzz to draw traffic from user generated review sites such as Trip Advisor or IgoUgo, not an impossible task, but one that will require both paid promotion as well as successful viral marketing effort. These companies both sit in the planning part of the travel research and buying process and thus can benefit from referral fees paid by OTAs and suppliers. Semantic search is an important area to watch for the online travel industry.

What do the Expedia PPC agreement and the Kayak acquistion of Sidestep have in common?

Two stories from late 2007 and early 2008 signal a shift in the online travel model. In November 2007 at the PhoCusWright conference in Orlando, Expedia announced a new agreement with IHG that included a pay per click (PPC) compensation model. The acquisition of SideStep by Kayak this month is another significant development. How are these two announcements related? The Kayak/Sidestep merger is a clear validation of the referral model, but also demonstrates the need for scale to be an online travel player globally. The Expedia PPC contract element reflects the simple fact that many people shop OTAs and end up buying at supplier sites a phenomenon that has been validated by PhoCusWright and Forrester research. For Expedia, being paid for referrals represents a new and important revenue stream. You then add Travel 2.0 players such as Farecast, Kango and the Nile Guide, and the value of search and travel planning tools represents a major growth area for online travel here in the US and globally. As the economy softens the value of the referral model is likely to increase as suppliers scramble to fill airline seats and hotel beds.

Conversation with Aircell Senior Management

For some time I have been talking about ubiquitous computing and the always connected traveler. I just received a briefing from the senior management of Aircell about their plans to implement Wi-Fi connectivity on commercial aircraft. Back in 2001 the buzz about this subject concerned the Boeing Connexion roll out with Lufthansa airlines. Last August Boeing announced that it would be discontinuing the Connexion service. So why will Aircell succeed where Boeing failed? It is all about the technology and business model. Boeing's Connexion equipment was expensive and heavy (1,000 lbs) and needed to be installed when the aircraft was taken out of service. Aircell's technology is lighter and can be installed while the plane sites at a gate overnight. Apart from this advantage, Aircell also has a business model where the airlines share in the revenue (the cost for consumers will be equivalent to Wi-Fi connections in hotel rooms). American Airlines and Virgin America are the two launch customers. In the case of Virgin America the technology will be integrated with the seat back screens allowing all customers to browse the Internet even if they don't have a laptop or PDA. This always connected environment fits well with the airlines' need to sell ancillary services on board for additional revenue sources. In addition, the opportunity to communicate with their best travelers on the aircraft provides some unique CRM capabilities which will likely surface as the Aircell connectivity becomes common place.

Backlash from the Facebook Beacon advertising program

Facebook's attempt to exploit its social network for advertising purposes has raised some major concerns from their users. The Beacon advertising platform is designed to broadcast purchases made by users to their social network. The issue has been taken up by the progressive political organization, MoveOn.org claiming the program violates privacy. Over 50,000 Facebook users have signed the MoveOn.org petition complaining about the privacy issue. The primary problem seems to be in the opt-out strategy taken by Facebook. There is no question that social networks are here to stay and they do influence purchases, especially for travel. The "Where I've Been" application (now owned by Trip Advisor) has been one of the most successful applications on Facebook. Behavioural targeting is also becoming a mainstream advertising strategy that is designed to deliver specific content based on the implicit and explicit behavior of the user. Earlier this year one of the largest players in the behavioral targeting space, Tacoda, was purchased by AOL demonstrating the importance of this emerging advertising trend. Mobile advertising is beginning to become major force as well. Whether planning a complex vacation or buying a HDTV, the opinions of my friends and colleagues do make a difference. The key lesson here is that no matter what the platform (social networks, behavioural targeting or mobile advertising) the user must be in control. Opt-in is the key, not opt-out.

Verizon tears down their walled garden

The announcement this week by Verizon that they are opening up their wireless network has significant importance for the development of new mobile travel applications here in the US. Unlike the rest of the word that operates using GSM technology, Verizon's network is based on CDMA technology developed by Qualcomm. This makes cross networks application development problematic. Despite this limitation, the fact that Verizon has recognized that consumers want to be in control of the applications on their phone is a tremendous step towards a more Internet based model for mobile applications. Details of Verizon's plan are still a bit sketchy but the basic thrust of the announcement is to allow third party developers to create applications that work with the Verizon network without the need to work through the Verizon deck (the deck refers to the allowed mobile applications controlled by the Verizon). Frequent travelers are often the first to embrace next generation wireless technology. In an open environment where 3rd party development is no longer tightly controlled by Verizon, travel specific mobile applications can be created that drive personalized, location based services to the mobile traveler.