Innovation in Online Travel

I am working with Bob Offutt this year screening applicants for the PhoCusWright Innovation Summit in November. This effort has triggered some thoughts about how innovation comes to the market as well as the danger to companies that lack innovation.

From 1989-1995 I worked at Sun Microsystems. Part of management training at Sun was reading the book The Paradigm-Shift-Promise-Information-Technology . While I was at Sun I was able to secure funds to implement an early corporate booking tool from a now defunct company called TravelNet. Why not look internally to develop this application? Even though at that time Sun was far ahead of other companies in talking about "the Network is the Computer" foretelling the current hype around Cloud Computing, I could not get any internal IT support for this self-booking effort. I even had a Senior VP of Purchasing tell me that "we do not like to be early adopters of new technology". Yes this was a Sun VP acting as a Luddite about emerging technology. Despite the paradigm shift training, Sun's demise can be traced to its slow reaction to open source software. Hopefully, IBM will purchase Sun and put it our of its misery.

Another interesting paradox regarding innovation concerns online travel. Conventional wisdom may make you believe the current online travel heavyweights came from venture funding. Though each of the major OTAs has received venture funding over the years, Microsoft birthed Expedia, Sabre created Travelocity, the major airlines created Orbitz. Only Priceline has true venture capital roots, but was literally reborn under Jeffrey Boyd's leadership after the company went bust trying to promote "the name your own price" strategy to other non travel segments. Jeffrey successfully transformed Priceline from a opaque distribution channel to a full blown OTA and expanded the company's global reach with acquisition of Booking.com. The point here is that Venture Capital is often not the source of new innovation.

So where is tomorrow's innovation in the travel space? We need not look any farther than the emerging mobile platform. Our sponsors for the PhoCusWright Mobile Special Report represented some of the travel industry's largest companies (Starwood, Hilton, Carlson Hotels, Travelport, Amadeus and Abacus, IBM and Teradata to name just a few), but few showed true mobile innovation. Many sponsors are simply taking their Web content and reformatting for the mobile browser. This strategy misses the value of the new mobile platform and cannot access location a key component of succesful mobile applicaitons.

True innovation in the mobile space is likely to come from small companies such as Intelligent Spacial Technologies who have a unique point and click application that takes advantage of location, context and broadband wireless communication. Last year's winner of the Innovation Award was another small mobile advertising comany called Interactive Mobile @dvertising,

Can innovation continue in a down economy? Absolutely, though funding is tight, true innovation is a game changer and will continue to emerge from small companies. Even though hugely successful, the four major OTAs may miss the next "paradigm shift"(which I believe is mobile) and a new small entity may emerge with disruptive technology for travel applications on the mobile platform. No company of any size can simply ignore emerging technology trends such as mobile or risk becoming victims of shifts in market dynamics caused by innovation.

Mobile Panel at PhoCusWright

I had the pleasure of moderating the panel entitled : Best Practices in Mobile Applications at the PhoCusWright@ITB conference earlier this month. We had a good cross-section of panelists that included Pablo Alvarez, Group Innovation Manager, Lastminute.com, Stefano Galastri, President and CEO SIA Internet, Marina Hegemann, Managing Director, TouristMobile GmBH, Michael Lacy CEO the Handy Group, and Gerry Samuels, Founder and Executive Director Mobile Travel Technologies. We had quite a spirited discussion on a number of topics. The biggest disagreement was around the development strategy and ultimate distribution approach to mobile travel applications. I promoted the vision of multiple app stores (e.g. Apple, Google, Nokia, RIM Blackberry, T-Mobile) and my belief that was voiced in our recent publication "Mobile The Next Platform for Travel" (a summary of our special report "The Future of Mobile Travel") which recommended downloadable Web-enabled applications (versus solely browser based) as the best strategy going forward. Our panelists voiced different views, from a firm commitment to downloadable applications (Marina Hegemann) to a belief that browser based mobile applications are the future (Michael Lacy). Time will tell whose strategy is correct, but all agreed that mobile travel apps are still in their infancy and that dramatic change is ahead over the next 12 to 18 months.

How Twitter has changed the conference experience

At the PhoCusWright@ITB Bloggers Summit, Twitter was the hot technology talked about at length as a new window into social networking. Something that has not been covered is the impact of Twitter on the conference experience itself. This was very true the second day of the conference. I sat at the PhoCusWright table behind all the bloggers. Without an exception each had their TweetDeck (or equivalent) on their desktop providing immediate commentary on the show. I participated as well. While Dale Moss spoke on onstage on how Open Skies (BA subsidiary with all BC cabins) will succeed in the market, I questioned his sales pitch with a number of tweets. No longer can a presenter expect to contain the audience feedback to the conference attendees. Twitter has enabled real-time conversation which has changed the rules of a conference and opens up everything said to criticism. Yes there is lot's of hype around Twitter, but one thing is certain, at any public forum a speaker must be sensitive to how his or her presentation is being perceived by the audience which is no longer restricted to attendees but now encompasses all the followers of the twitter user's tweets.

PhoCusWright @ ITB - Day One

I am blogging from the PhoCusWright@ITB. The day began with a BloggerSummit, clearly the leaders in new media from around the world with representatives from Europe, North and South America. We exchanged best practices in blogging and tweeting. This was followed by an early look at the five minute of fame innovators who will present tomorrow. Philip Wolf then addressed the bloggers on his views on major trends for 2009. Philip announced the theme for PhoCusWright Conference 09 - Money, Media Mobile, & Moxey. More on themes as we get closer to the conference in Orlando in November.
After lunch, the first panel of bloggers who were asked the top trends they see in 2009. A lot of discussion about Twitter. The online poll had the 1) Shift in philosophy on social media, 2) hire a social media guy, and 3)PR firms will use social media. Unfortunately the panel missed mobile. That was further evidence that the travel industry still has not recognized the impact of the mobile tidal wave approaching.
The second session first reviewed these three top trends. Then a discussion on ROI of social media was discussed. In my view it is about reputation and identifying who in a social network has that influence. Tools are coming to the market to help easily identify this, such as NodeXL

Full Content

Dennis Schaal, technology editor for Travel Weekly has written some very insightful articles regarding the lack of full content in the GDS (despite the full content agreement signed in 2005) and more recently the termination of the agreement between Farelogix and Sabre. (links requires a subscription). This is a complex problem that is both an issue of technology and business strategy. From the travel agent perspective full content is essential particularly given the transparency of fares triggered by the Web. With the economic conditions worsening suppliers will continue to put downward pressure on segment fees and implement all possible opportunities for ancillary revenue. The GDS are working hard to add capabilities to accommodate new airline add-0n fees as well as continuing to move key processes off the mainframe on to more modern technology. The question is whether these initiatives are moving fast enough and whether 3rd party providers such as Farelogix are a viable alternative. Unlike the other so called "GNEs" (GDS New Entrants), Farelogix never positioned itself as a replacement for the GDS but instead as a new aggregation layer needed in a multi-source world. In that role they have been successful working with major airlines such as American and Emirates. Though understandable from a competitive viewpoint, Sabre's termination of the Farelogix is a bit short sighted. Now that Travelport has embraced a multi-source front-end (developed by G2 Switchworks) the concept of multi-source content will be permanently ingrained as a competitive advantage. I have no doubt the management of Sabre is well aware of this and that their current solution with Agentware (private labeled as NetCheck) is most likely a temporary fix to meet this multi-source reality. Unfortunately with economic pressure on corporate accounts the use of alternative LCCs will likely increase and legacy carriers will continue to implement strategies to drive business directly to their Website. Web-based tools such as Agentware have become a common way for agents to sell inventory not in the GDS, but end up causing additional steps that decrease productivity. The travel industry needs to continue to push the GDS to provide more flexible integrated tools. Projects such as Farelogix's open source POS Hawkeye should be embraced by the industry so we can move beyond issues of bypass and instead have all agents be able to embrace an integrated multi-source point of sale.

An intelligent travel assistant

It was way back in 1985 I first began exploring the use of AI expert systems to automate the travel process. At that time a close friend worked for Mad Intelligent Systems in Santa Clara California. I was at United Airlines and I already had a thirst for emerging technology. I believed that automating the travel process would be made easier. This belief was reinforced when I viewed the Knowledge Navigator video that was presented by John Scully of Apple at MacWorld in 1989. I also have spoke about intelligent agents for travel in my blog post from October 2006

Technology Review (published by MIT) cites Intelligent Software Assistants being one of the major trends to watch in 2009. In that article it mentions a new Silicon Valley startup named Siri which is a spin off of research done at SRI International for the DOD.

When online travel was first introduced, the theme promoted by many OTAs was an automated travel agent. Of course this was nothing more than marketing spin as no OTA uses expert systems to enhance the travel planning and booking process. In addition firms such as Rearden Commerce, Trip Chiill and Manticpoint all have used the marketing theme of an intelligent travel assistant. I applaud their efforts, but I still believe the ultimate travel assistant that can act like the Knowledge Navigator is still unrealized and I am hopeful with firms such as Siri, true intelligent travel assistants will emerge over the next few years.

Yelp deleting negative reviews for a fee?

Some reports have surfaced from local media about complaints from local merchants that Yelp is willing to remove negative reviews for a fee. I do not know whether these reports are accurate and reflect an overall Yelp strategy or whether there are rogue Yelp! sales reps offering this service to boost their own volumes. It should be noted that Yelp denies these allegation and states that their reps don't even have the ability to edit reviews.

There is a challenge at any Web 2.0 site to balance the open submission of user reviews with the need to police the reviews to avoid companies from trashing their competitors. As user feedback volumes increase and become more instantaneous with consumers s reading or leaving reviews through their mobile devices, managing review contact will become even more challenging. Location based services will continue to expand and promoting discounts at local restaurants is a key service desired by frequent travelers per our recent PhoCusWright research:

How will Twitter impact the Travel Industry?

In spite of tough economic times, the microblogging site Twitter continues to receive funding. I have to admit that even though I have a passion around all things related to emerging technologies, I have had some trouble understanding how Twitter fits into the mix and how it can impact the travel industry. That recently became much clearer.

The concept of microblogging began in March of 2006 when Facebook introduced status updates. Twitter came along in July of 2006. In May of 2008, Twitter raised 15 million and another $35 million in February 2009. Considering current economic conditions, many VCs still see an opportunity.

In an article on Techcrunch Erik Schonfeld begins with this question. " What if you could peer into the thoughts of millions of people as they were thinking those thoughts or shortly thereafter?" He goes on to state that Twitter is the "crude beginnings of the "now" search engine."

Mining twitter feeds may provide some insight, but from my perspective the interesting thing about Twitter is not so much the content but the influence the individual can have on any given subject provided enough people follow the person's tweets. To me the main issue is around reputation within a social network.

Twitter's impact was felt in a big way in late 2007 when Mark Zuckerberg, CEO of Facebook was being interviewed by Sarah Lacy of Business Week at the South by Southwest Interactive conference. The audience did not like the way Ms. Lacy was treating Mr. Zuckerberg and they immediately let the world know through Twitter.

The relationship between Twitter and blogging is also important. A blog allows a subject to be discussed in detail. A tweet can point to a blog article. Also I believe Twitter on mobile devices is a great match between device and application. Even with the most advanced smartphones, writing a blog entry on a mobile device is challenging. Writing a tweet on a smartphone is easy.

So what impact will Twitter and its corporate enterprise siblings, such as Yammer, have on the travel industry? The bottom line is that if a given individual has a strong opinion about something, the world soon learns this view provided the person has established themselves as a thought leader in the an industry sector or within the company. This has obvious implications for both suppliers and intermediaries in the travel industry. Long gone are the days of responding to customer complaints through standard form letters. People will voice their opinion immediately on Twitter and if they have a strong following, a given travel vendor's product or service may be impacted by this influential person. As Twitter style applications come to the enterprise, influential tweets from key corporate players can also have a significant impact provided the person has a significant following within the company.

I have just begun to tweet myself and I hope to use the effort to provide some more instantaneous feedback on industry events.

It all about the App Stores

Apple launched its App store in March of 2008 permanently changing the way mobile applications are distributed. Today there are over 15,000 apps in the iPhone store, but there's a lot more to come....

New app stores have been announced from RIM Blackberry, T-Mobile and Google. There has also been some speculation that both Microsoft and Nokia may be launching apps stores.
So what does this mean to the travel industry? Sometime in the not to distant future we may be looking at over 100,000 downloadable applications available from a variety of sources. The percentage of applications that fall into the travel, location based services and navigation categories will likely be high. The travel industry needs to create applications today for the current app stores from Apple, RIM Blackberry and T-Mobile. These apps should not simply be retreads of their current Website but include innovative ways to combine location, context and personalization into delivering unique value to the business and leisure traveler.

Travel and Tourism - Largest Industry - Small Number of Specialists

I have been working in the travel industry since 1982. It never ceases to amaze me how in such a huge industry, the largest in the world, people are so interconnected. This really hit home recently while I was working in Kuwait.

During the reception after this year's PhoCusWright in Hollywood, my friend and colleague Philip Wolf commented that I was the person he had known the longest at the conference with the exception of one individual. A few weeks later I was back in Kuwait assisting my client and interviewing a candidate for the CFO position. It turned out this candidate was on the board of PhoCusWright and was that other individual Philip mentioned. Talk about a small world.

Tomorrow evening I leave Kuwait for Amsterdam to attend the IFITT's ENTER 09. I have not attended ENTER since 2002, but I do see some familiar names. When I first attended the ENTER 2002 back in Finland I felt both a feeling that I was with my peers and that I was somewhat a "fish out of water". The conference is normally attended by academics and government tourism officials. The research from the PHD candidates is always fascinating and the discussions are on topics that are very close to my heart such as mobile travel technology and personalization. This is what makes me feel comfortable. What was a bit unerving back in 2002, was that I just did not know anyone at the conference and I was one of a handful of US attendees. With all the work I have done in Europe, Asia and recently the Middle East, I certainly feel more globally connected. I am looking to learning the latest in travel research and interacting with my peers in Amsterdam this week.

TMC as Consultants - Are We There Yet?

For years a familiar theme heard throughout the business travel industry concerns the evolution of TMCs from order takers to true consultants for their corporate clients. I often classify TMCs into three groups- mega (Amex, CWT, BCD & HRG), 2nd tier and third tier. This is based on size of the company and their regional or global reach.
Late last year I gave a presentation to a group of TMCs who were part of a business travel consortium. The group was comprised mostly of 2nd tier and 3rd tier TMCs. As is my nature I talked about how technology was driving new business practices in the corporate travel market. This included my passion around mobile technology and its approaching impact on the business travel experience. I have given many talks over my 31 year business career and I pride myself on being able to read my audience. There I was prognosticating on how advanced technology would change the role of the TMC, when I looked out at the audience and I suddenly realized they were not getting it! So I paused and asked a simple question, how many of the TMC executives had at least 50% of their reservations being done online. No one raised their hands. Ok I said how about 25% of their volume online? Again only one agency owner raised their hand. Then it hit me. This group represented the famous "laggards" segment of the technology adoption curve.

Let's face it, corporate booking tools have been around for over 10 years. The cost savings of these tools have been well documented, but here I was talking to a group that could not see their value. One of the more progressive agency owners (the one with 25% adoption) whispered in my ear that the current economic downturn might actually thin the herd eliminating those who don't embrace technology. The bottom line is simple. If you don't adopt productivity tools such as CBTs or BI dashboards, you will be left behind. More importantly, if you embrace these tools, the opportunity to move from a transaction processor to truly a consultant that helps corporate clients identify areas to reduce their T & E spend is significant. During 2005-2006, I worked with one of the mega-TMCs on overall technology and service strategy, recommending that they build a comprehensive dashboard for their clients and that they expand their consulting offer beyond the consulting unit within the company to make a part of the account manager's core offering. I was pleased to see this mega embrace my advice, too bad this group of laggards is still clinging to the old way of doing business.

Middle East Travel Market

I am currently back in Middle East. This is my sixth trip since July 08. Rapid growth is still the norm here despite the economic downturn, though the market is showing some signs of a slowing down. Even hot markets such as Dubai are showing signs of a slowdown as many construction projects have been slowed or put on hold.

The following chart describes the maturity of global market based on travel technology adoption:



The Middle East is an emerging market where online travel itself has not yet taken off. Corporate travel agencies are still primarily transaction processors rather travel management consultants.

There are both structural and cultural barriers to adoption of corporate booking tools. Most of the agency staff is actually Indian. Rates for agency staff are still much lower than in Europe or the US. Service is viewed as an essential component of corporate travel.

Despite these obstacles I do believe we are on the cusp of a major change in corporate/agency relationships here in the Middle East. High net worth individuals will continue to demand personal service, but many Middle East residents in my age group (baby boomers) were actually educated in the US or Europe and thus are implementing Western business techniques. With places such as Dubai now facing a drop in occupancy, online travel companies such as Expedia are poised to launch Middle East operations in 2009.


As this chart (developed in conjunction with Market Designs) indicates the evolution of a market first begins with basic infrastructure and online activity. Travel search follows with the adoption of online booking. Corporate booking tools are at the last stage of market development.

I believe the current economic downturn combined with the rapid growth of online travel will dramatically change the lansdcape for corporate travel mangement in the region over the next 12 months.

Mobile Travel apps for 2009

A major New Years resolution for me this year is to blog at minimum once a week! During the last two months of 2008 I did not blog at all and I am determined not to repeat this long absence. My apologies.

A recent post by Tim Hughes of the BOOT (and VP of Orbitz in Australia) predicted that 2009 will NOT be the year where the travel industry embraces mobile.

I could not disagree more! Having now completed the PhoCuWright "The Future of Mobile Travel" special report, I strongly believe mobile travel applications will flourish in 2009 despite the global economic crisis. The two primary drivers of this mobile trend are the adoption of smartphones and the implementation of next generation networks (3G, LTE & WiMAX). The research clearly showed a correlation between frequent business travelers and smartphone adoption. Take a look at these two slides from our Special Report:





The key statistic here is that as of November 3, 2008 18.9% of consumers are now carrying a smartphone.










Compare that with our research results which found that 71% of Frequent Business Travelers own a smartphone. Additional research showed that 90% of frequent business travelers have owned their smartphones for less than 2 years, showing that smartphone adoption is a recent trend. You combine this with the explosive growth of 3rd party apps stores from not only Apple, but RIM Blackberry, Google and T-Mobile and it is clear that 2009 will see tremendous growth in downloadable travel specific applications.

These applications will be location and contextually relevant. The affinity between emerging mobile technology and frequent travelers will change the business and leisure travel experience 2009.

An approaching "Storm" of smartphone competition

Things are heating up even more on the smartphone front as RIM introduced the new BlackBerry Storm which will be available later this month. RIM's BlackBerry owns the enterprise smartphone mobile space. Recent surveys we've completed as part of the PhoCusWright special report "The Future of Mobile Travel" shows the iPhone gaining ground on the BlackBerry with a significant number of frequent business travelers (at least 4 business trips a year) stating that they are considering an iPhone.
The growing smartphone war has positives and negatives for the travel industry. On the positive side, smartphones patterned after the iPhone will have a more practical mobile Web browser experience. The downside comes in application development. Our research is indicating that downloading applications is a more practical strategy than simply repositioning current Website information. In addition to Apple's iPhone App store, Google and Blackberry have announced plans to open app stores as well. The cold reality of this trend is that travel companies who are serious about mobile applications will need to port their app to multiple environments. The iPhone SDK is a good development platform but very closed in nature. In contrast the Google Android platform promises to provide a more open environment for mobile platform development. Even Symbian OS now owned by Nokia is talking about a more open computing approach. Those travel suppliers and intermediaries who believe that simply translating their current Website to work with Web browsers on multiple handsets is a sufficient mobile strategy, will need to rethink that approach as smartphones become the standard device for business and leisure travelers. Yes Web browsing is definitely on the iPhone, but even with the ability to use the two finger pinch to zoom in on Web content, there is a major difference between an iPhone app verses viewing a Web page on the Safari browser.

Here is the screenshot for the Travelocity Web page on the iPhone. Yes you can zoom in but this is still not a practical way to book itineraries.

















Compare that to the screenshot of the Travelocity iPhone App. Sure the Travelocity app does not have booking capabilities but the UI is much easier and more practical to use for a future booking platform, which BTW our research shows frequent business and leisure travelers want (especially for irregular operations!).

The First Android Phone versus the iPhone

T-Mobile introduced the first Google Android phone this week. This long anticipated new platform combines elements of the iPhone (touch screen) and the Blackberry (pull out keyboard). Since I began researching mobile technology for the "Future of Mobile Travel" special report from PhoCusWright, I have been saying that the iPhone is a game changer. This message became more real to me as I purchased an iPhone earlier this month. Like any device it has its pluses and minuses. The same is true with the new Google Android platform. Both of these phones are shifts in the way people view their mobile device. Here's my brief take on the two devices and how they will impact the travel experience:
1) The iPhone - The most exciting part of the iPhone is not the phone itself but the combination of the phone's capability and the large number of inexpensive apps available through the Apple App store. Though downloading apps is nothing new, bypassing the "deck" of the mobile carrier presents a more intuitive, flexible and direct environment to load applications. There are currently 175 apps listed in the travel category and another 121 apps listed in the navigation category. The simple concept of locating yourself though GPS and looking at your immediate surroundings for restaurants, shopping or movie theatres is made simple by apps such as "Nearby" or "Where To". Surprisingly few travel companies with the exception of the online folks such as Travelocity or TripIt have released iPhone specific apps (though a lot more are on the way). Once travel companies start realizing the ease of distribution available to iPhone users I anticipate many more traditional brands populating the travel category. The iPhone is a mediocre email device particularly for those Blackberry thumb users who can type long letters rapidly from the phone. The email application works fine for me as I normally wait to respond (unless it is an urgent message) until I power up my laptop or desktop. I had no trouble connecting the iPhone to my MS Outlook. The Web browser is another strong element, but even with the larger screen and ability to expand using the two finger pinch, browsing on the iPhone is much improved from other devices but NOT a replacement for the Web. Our research has uncovered the fact that many travel companies are simply porting their current Web pages onto mobile devices and even with the iPhone's improved graphics, booking travel on the mobile Web browser can be challenging. The other approach of downloaded apps seems to be a much preferred way to penetrate the iPhone market. A strength that Apple has verses Google is the control of the hardware and software. The hardware control includes the firmware (software that is embedded on the hardware) giving greater consistent performance. The message here is simple, all travel companies should develop applications for the iPhone.
2) The T-Mobile G-Phone wants to be both a Blackberry and an iPhone. Surprisingly, currently the T-Mobile version only connects up with Gmail and in fact you need to have a Gmail account to use the G-phone. No doubt Microsoft Exchange may become a future capability, but until it does the G-Phone cannot replace the Blackberry. I will hold off my full evaluation of the device until I actually see the physical phone. My sense is that the Google Android platform can match the iPhone look and feel and simplicity of Web browsing. How apps are created and distributed will be a key element of the success. According to Strategy Analytics, the Android mobile operating system will account for 4 percent of all fourth quarter smartphone sales in the U.S., a small % but likely to grow. If the Android operating system spreads quickly and if developers gravitate to the application development environment, the same ease of use of downloading apps for the Android powered systems may further cement this process as the preferred delivery of travel specific apps, provided a central store is created. If the carriers remain in control your ability to download apps may be limited by the traditional control the carriers have put on new app distribution. The lack of control over the firmware may be an Achilles heal for the G-phone but it is too early to determine if the need to work with a variety of firmware is truly a market inhibiting problem.

Agent POS International Innovation

My loyal blog readers will recall my frequent posts over the last few years regarding an independent travel agent point of sale (POS) application. An interesting discovery that has been a result of product analysis I am doing for a large Middle Eastern TMC is the fact there is clear trend with many European and Middle Eastern 3rd party software providers to combine various elements of the agent's workflow processes in a multi-facet platform that includes a booking engine, a Web based agent POS, a customer profile database (often referred to as a CRM system), a workflow engine, a mid office and accounting system. I believe that a reason this integrated platform is emerging outside the US has to do the with need for international agents to deal with more complexity at the point of sale and the requirement to generate an invoice from a mid-office accounting program due to the large number of accounts still on credit. The fact that so many travel agencies in different parts of the world still offer credit to corporate accounts and in some cases leisure clients is not a surprise to anyone who understands the global travel market. What is surprising is how 3rd party providers such as Dolphin Dynamics, Tech Tuners and ProCon Solutions have embraced a more holistic approach to the agency needs by providing a solution that supports both corporate and leisure sales.

In his article for PhoCusWright entitled Travel Agency Technology, my colleague Bob Offutt described this platform as the agency of the future:






Now let's compare this with a diagram from a presentation yesterday from TECH TUNERS a Dubai based 3rd party developer and distributor of Sabre's TRAMS accounting system:



















In fact my my diagram from the 2003 PhoCusWright / Travel Tech Consulting report on Dynamic Packaging also describes a similar architecture.

The interesting aspect of this platform evolution is where it is happening and why. In the US the GDS still dominate the agent POS with the exception of mega-TMC initiatives or 3rd party products such as G2 Switchworks POS (now owned by Travelport). There is a clear distinction between corporate POS (e.g. TRX's Agent Desktop) and leisure POS (e.g. Revelex's PowerAgent.) Outside the US due to a need to integrate multiple sources, currencies and accounts on credit, traditional back office functions have shifted to the mid-office. The issues associated with this complex booking process exists for both the corporate and leisure agency. Of course the leisure agency also needs the ability to store net rates a solution that is also offered by many of these non-US third party vendors.

Clearly there is a global trend to provide a more function rich point of sale application for the travel agent. Is there an opportunity to bring this solution to the second and third tier TMCs and leisure agents in the US?

Recent research by my colleague Douglas Quimby of PhoCusWright highlighted the dominance of the GDS platform in the US in his study the "Travel Agency Distribution Landscape" PhoCusWright tracked agency usage of alternative POS technology.
This slide shows that with the exception of the very large TMCs the majority of agencies in the US still use native GDS as their POS.
Clearly an opportunity exists to capitalize on the growing need for a multi-source and integrated application that combines multiple agent processes in a Web based solution.

American Express' Social Networking Initiative

At the NBTA conference American Express announced "plans to launch a business-to-business online networking community for the corporate travel industry." There are a couple of interesting aspects of this announcement. Social networking is finally being embraced (though only a limited short "hug") by the corporate travel community. I moderated two sessions at the conference on social networking and both were well attended. BusinessTravelConnexion.com is being promoted as a way for corporate travel executives, suppliers and other providers to connect with each other in an online community. No one knows how successful this effort will be, but I applaud Amex for launching the initiative. A concern I have was actually part of my presentation during one of the NBTA sessions where I stated that communities naturally exist and cannot be created. Will the Amex Business Travel Connexion tap into existing communities? Will travel managers and suppliers find a forum hosted by the top TMC a proper avenue to connect? Time will tell if the Amex initiative will be successful in tapping existing communities. The other interesting aspect was that I received a call from Amex last week asking whether I would be blogging about the new service. At least Amex is recognizing the power of the Blogisphere.
I also had my first experience moderating a panel at NBTA during an earthquake. I have lived in California for 23 years, but I still have not become accustomed to earthquakes, even though I was at the World Series for the big Loma Prieta earthquake in 1989. Unfortunately we lost about 70% of our audience who fled the session. This is shame as the panelists from Sabre Cubeless and Cisco were excellent. Next year NBTA is in San Diego affording us all another opportunity to experience the earth shake beneath our feet.

AA's battle with Kayak

There has been a lot of media buzz regarding the announcement that AA was pulling their inventory from meta-search engine Kayak. The news was first leaked by Tech Crunch on July 23rd. The article stated that AA was pulling their inventory from Kayak and considering doing the same for Orbitz, which Kayak uses to supplement direct connections with airlines. As originally conceived by SideStep, the meta-search application would satisfy two important market needs: (1) consumers like to compare fares from multiple sources through a single query (2) airlines could benefit from direct bypass of other more costly channels especially OTAs such as Expedia. SideStep was originally launched as a downloaded application that automatically appeared in a sidebar when the user visited sites such as Expedia and entered their flight request information. Recognizing the challenges with downloaded apps, SideStep a few years later moved to a completely Web-based comparative shopping platform. Other sites such as Mobissimo, Farechase and Kayak soon appeared. (note: Farechase was actually the first such meta-search engine and was acquired by Yahoo! back in 2004). At first the OTAs were very negative towards these new meta-search engines. The only exception was Orbitz where Kayak founder Steve Haftner was also one of the original founders of Orbitz and thus had particular pull with his former company. At the PhoCusWright Travdex conference in the spring of 2005 in Dallas, Bill Bliss at that time a senior marketing VP at Expedia, presented a session on why mega-search was a bad idea due to the lack of customer ownership (meta-search engines do not fulfill tickets, but instead send the user to a supplier or OTA site). This negative position soon changed as the OTAs recognized the value of these meta-search engines in generating leads. In fact as the market dynamics shifted and airlines were faced with skyrocketing price of fuel, most of the major airlines stopped compensating meta-search for referrals. At the same time the OTAs continued to provide compensation to these sites. An insider at one of the major meta-search companies told me that as much as 60% of the company's referral revenue was coming from OTAs. AA's decision to pull out of Kayak was based on this reality where more revenue was being shifted to OTAs rather than the AA.com site. The threat to withdraw from Orbitz is more serious and as of this writing has not been implemented. Unfortunately even the best airlines still miss the nature of the Web. Rather than limiting reference sites, AA and other major carriers should be syndicating their booking engine on as many sites as possible. The Web has an unlimited number of specialty sites and syndication has the opportunity to gain incremental revenue from a variety of sources. Comments by AA and other carriers that their dollars are better spend in SEM (Search Engine Marketing), are a bit silly as their brand is so ingrained in the mind of the American consumer that finding AA.com through Google is not a challenge. The idea whereby all consumer traffic could be generated through an airline's site conflicts with the very nature of the Web which is constantly expanding and fragmenting users based on their interest groups. The consumer wants comparative shopping and actions by AA with Kayak demonstrate a lack of sensitivity to the true nature of the Web.