Future Traveller Tribes 2030 | Building a More Rewarding Journey
Amadeus and Frost & Sullivan offer practical advice for airlines seeking to better understand, prepare for, and cater to emerging traveller segments.
Future Traveller Tribes 2030: Building a more rewarding journey, outlines how airlines and their complementary service providers can better serve traveller needs in the future through effective merchandising strategies, in a world where travellers are defined not by their demographic segment, but by their purchasing behaviours and motivations.
In this paper Frost & Sullivan builds on this important work to answer an equally critical question ‘how will purchasing habits evolve?’ and how can the airline industry respond to these emerging traveller behaviours to build a more rewarding and connected traveller journey, from ‘inspiring to arriving?’
The paper outlines how the traveller journey itself will change by 2030, thanks to more effective use of traveller data, new technologies and a widening range of sales channels. In the future, airlines and other travel providers will need to create ‘purchasing experiences’ that cater to the unique needs of tomorrow’s travellers.
Personalised bundles of products and services, perpetual touch points between the travel provider and traveller, and frictionless purchasing will characterise the traveller experience of the future. New sales channels will emerge, and can be divided into ‘inspiration’ channels (smartphone, tablet, virtual reality headset), which offer more immersive experiences and will be used as discovery tools; versus ‘information’ channels (smartwatch, augmented reality glasses and service robots), which will focus on short-form content and purchasing.
With these developments, data will become the most important resource available to an airline, giving the competitive advantage to those that can most effectively collect and use it. The report outlines how new technologies and techniques for collecting and using data will drive ever-greater personalisation of the travel experience.
Of course even though the paper is aimed squarely at the airline traveller journey, the findings will still be useful for players within the broader global travel ecosystem. For example, the research highlights essential areas for greater collaboration with travel management intermediaries and suppliers to deliver a more rewarding journey for both the traveller and the industry. Indeed, whether you are considering questions such as ‘what level of personalisation should we offer?’ or ‘how can we improve the purchasing experience?’ this paper provides a comprehensive framework to support your strategic planning.