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Dare to differentiate
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DARE TO DIFFERENTIATE
Summer 2010 Edition “Not So White” Paper Series Library of Congress Cataloging-‐in-‐Publication Data Fitzgerald, Chicke J. Dare to Differentiate, Tapping the Drive Traveler – The Forgotten Mass Market ISBN 0-‐9721398-‐3-‐4 Copyright @ 2010, Solutionz Group International, Inc. All rights reserved under the Pan-‐American and International Copyright Conventions. No part of this book, in whole or in part, may be reproduced, stored in a retrieval system, or transmitted in any form by any means electronic, mechanical, photocopying, recording or otherwise, without the prior written permission from Solutionz Group International, Inc. Dare to Differentiate Tapping the Drive Traveler | The Forgotten Mass Market Cover image courtesy of MMG Worldwide, all rights reserved Publisher: Solutionz Group International Inc. 13911 W. Hillsborough Avenue, Suite 312 Tampa, FL 33635 U.S.A. Printed in the United States of America © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | i
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Summer 2010 Edition “Not So White” Paper Series Dare to Differentiate Tapping the Drive Traveler | The Forgotten Mass Market By Chicke Fitzgerald Summer 2010 Edition “Not So White Paper™” series © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | ii
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Summer 2010 Edition “Not So White” Paper Series THE FACTS • 85% of all overnight trips in the US are taken by car • 78% of all spending on travel in the US is done by people traveling by car • 6 out of the top 10 search terms in the travel category include mapping and driving directions Do you intentionally market to the drive traveler? 1 Source: U.S. Travel Association and Hitwise PREFACE For over 50 years airlines have been the biggest guns in the travel industry; it is therefore no surprise that the air traveler sits at the heart of the multi-‐billion dollar travel industry. As an industry, we cater to [aka intentionally market to] the air traveler at every turn – providing tools for them to plan their business and leisure trips, as well as giving options for their vacations and weekend getaways. We quite naturally sell them airline tickets. We also sell them hotel rooms, timeshare ownership and vacation home rentals, we rent them cars, motorcycles and RVs, we sell tours and cruises to them and we entice them to come to our destinations and attractions. Even our technology is geared around their needs and their behaviors. Yet, air travelers are a surprisingly small part of the total travel picture. 2. The U.S. Travel Association reports that there are ten trips by car for every air trip Whether or not this is a surprise to you, wouldn’t it be irrational to focus on just the one, versus the ten? But it is both a fact and the topic of this paper and the reason that I urge you to consider this opportunity for differentiation. The obsession that we have with the air traveler is superficially logical. The foundational technology for the retail side of our industry was built by the airlines. And the air traveler spends more per trip; stays away longer and quite frankly, the mechanics behind planning a point-‐to-‐point trip are much easier than one taken by car. However, with air travelers representing just 15% of all overnight trips in this country and just 22% of all travel-‐related spending, if you are looking for a competitive edge and if you need to grow, you owe it to yourself to evaluate the drive market opportunity. I do not suggest that you should turn away from the air traveler, which may still be lucrative for you. 1 U.S. Travel Association Domestic Travel Market Report – 2007 Edition and June Hitwise Top Search Terms as of June 26, 2010 2 A trip is defined as being more than 50 miles from home or at least one night spent away from home © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | iii
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Summer 2010 Edition “Not So White” Paper Series However, I do want to point out the fact that growth may be as simple as expanding your focus to the “other 85%” of travel in this country, which for the purpose of this report I have dubbed the “Forgotten Mass Market”. 3 A few years ago, I wrote a guest article that was published in ProMedia’s The Beat™ subscription newsletter. It was entitled “The Irresistible Pull of Irrational Behavior – Travel Industry Style”, with the title borrowed from 4 the sub-‐title of the book Sway, by Ori and Rom Brafman. The subject of that article was distribution channel choice and more specifically, the use of travel agents and the GDSs by travel suppliers, a subject on which I am extremely passionate – and very vocal. I have included excerpts of the text of that article here because it also applies as strongly to the industry’s love/hate relationship with the airlines and our natural obsession with the air traveler, as it does to travel distribution channel choices. I just started reading a book titled Sway last night. The parallels of the stories told by authors Ori and Rom Brafman about various situations where intelligent, normally logical individuals make decisions that make absolutely no sense immediately struck me. For anyone that follows my musings about distribution on a regular basis, you know that I have written columns for The Beat that poke a bit of fun at our industry and discuss how the issues of distribution fall into that category of "irrational behavior." While told tongue-‐in-‐cheek, they ring all too true and are a stark example of how our decision-‐making in this industry gets derailed by looking at what is going on around us. The key points of the book focus on the things that "derail our decision-‐making": • Loss aversion -‐ tendency to go to great lengths to avoid perceived losses • Diagnosis bias -‐ original diagnosis blocks our ability to see subsequent results clearly • Chameleon effect -‐ tendency to take on characteristics that have been arbitrarily assigned to us This paper is about differentiation. The basic premise behind my thesis is that when you market and sell your products and services, if you remain focused on the status quo (marketing to the air traveler), you may be missing a huge opportunity. We hope that this paper prompts you to determine which of these derailing drivers are keeping you from exploring how to differentiate and grow your business by extending your marketing to the “other 85%”. 1. What do you think you might gain if you added a focus on the drive market? 2. If you were starting at ‘ground zero’ how would you think about this opportunity? 3. Are you thinking independently and being objective about evaluating the potential of this market? When you finish reading, if you find that you have been focusing solely or primarily on the air traveler and see merit in exploring the drive market in greater detail, then by all means, stand out from the crowd and go for the incremental profits! At the end of the day, you will need to make your own decisions that make sense for you and your business. And perhaps you, too, can be an iconoclast and help the industry "sway" the other direction! Dare to differentiate your marketing, your services and your business models. Chicke Fitzgerald CEO Solutionz Group | www.solutionz.com | 1-‐813-‐925-‐0789 | www.twitter.com/chickefitz 3 www.promedia.travel 4 ©2008 by Ori Brafman and Rom Brafman, Sway. All rights reserved, Doubleday. © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | iv
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Summer 2010 Edition “Not So White” Paper Series EDITORIAL NOTES WHY IS THIS REPORT FOR ME? AM I REALLY OBSESSED WITH THE AIR TRAVELER? Individuals who should read this report include C-‐level executives (and investors) that set strategy and influence technology investment in the following sectors: Travel suppliers (air, car, If your selling process begins with where your product picks up and hotel, rail, cruise) leaves off, then you are an air-‐traveler centric supplier. And if you are a hotelier and you are not asking the starting point, you are missing out on the potential of securing the enroute bookings, as well as those on the way home. Travel retailers (online If your dialogue with a traveler begins with where do you want to go and and offline agencies) when, and you never ask them their starting point or mode of transportation, you are an air-‐traveler centric retailer. Corporate Travel Agencies If you are not providing a service for the 52% of corporate travelers that drive (other than expense report processing), you may be missing a huge opportunity to aggregate the purchasing power for and make commissions on the hotel nights consumed by this group. Travel packagers If you package together travel at a destination, then you are an air-‐ traveler centric packager. Destination marketing If you don’t help travelers get from where they are to you and your organizations/convention planning process is all about your destination, then you are an air-‐ and visitors bureau traveler centric DMO/CVB. Travel technology If your technology dialogue with retailers or the consumer starts with companies and Global when and where, and you never ask them their mode of transportation, Distribution System you are an air-‐centric company (even if your technology is for hotels, car companies rental companies, and cruise lines). Attractions and If you don’t help travelers get from where they are to you and your destination resorts planning process is all about your attraction or resort, then you are air-‐ traveler centric. Industry associations and If your meeting and conference agendas and your research and lobbying government agencies efforts do not include the drive market as a key topic/focus, then you are air-‐centric and not helping your constituents tap into the 85% of travelers that drive. Location-‐based services If your product simply does point-‐to-‐point mapping and navigation and companies, including GPS doesn’t take into account that people using your product need to plan and navigation firms and their entire journey, have different preferences when they are with mapping technology different people and travel under different circumstances, then you are companies not tapping into the drive traveler market. Investors If your questions about travel trends start with what is happening with vacation travel (8% of total), corporate travel (25% of total), or air travel volume, or what will happen in the next round of GDS negotiations, then you are air-‐centric and missing a huge upside opportunity for the companies in which you have invested (or are about to invest). © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | v
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Summer 2010 Edition “Not So White” Paper Series NAVIGATING THIS REPORT We recognize that everyone who reads this paper will come from a different place of knowledge and understanding of the travel industry, of the history behind the industry’s focus on the air traveler and of the drive market. Some may need to “stop” and think about your current approach, or at minimum “yield” to the possibility that there is an opportunity that is yet untapped. Here are some tips of how to get the most out of this report: • If you are not at all familiar with the travel industry, we recommend that you read the report in its entirety. • If you don’t need the history and background on the air focus and want to just “cut to the chase” about the drive market opportunity, then you should begin with The Forgotten Mass Market. ABOUT THE NOT SO WHITE PAPER™ SERIES Our reports are topical and timely and we focus on analyzing emerging trends. Because they are published in real time, we constantly update the content. This report is an update to a paper on the Drive Market titled “Are You Reaching the Forgotten Mass Market?” originally published in 2008. Our authors are considered experts in the selected subject and they are backed up with respected industry 5 research . The papers include anecdotal insights and analogy to stress the points of the paper. They are written in a slightly irreverent, frank style. Items of particular importance are noted with a light bulb. Throughout this report the use of “I” denotes my personal perspective and “we” generally refers to the “global we” where I speak as a member of the travel industry, unless used in a personal story. If you are fond of reports with a heavy statistical or analytical bent or those written in the detached third person, the Not So White Paper™ series may not be for you. However, if you consider yourself intellectually curious and are willing to look outside of our industry and, more importantly, outside of your own experience, then you’ve come to the right place. ABOUT THE AUTHOR Chicke Fitzgerald is the CEO of Solutionz Group International, Inc., a Tampa-‐ based global consultancy specializing in marrying travel buyers and sellers via multiple channels. Chicke has over thirty years experience in the electronic distribution and marketing fields, with a focus on the travel, transportation, and mobile industries. She is a strategist, author, keynote speaker and was an early investor in a groundbreaking technology firm serving the travel, mapping, navigation, and media industries. That company is currently sitting in hibernation, waiting for the inevitable financial thaw and for the “believers” in the drive market opportunity, who are surely out there. Her specialty is developing strategy, crafting profitable business models, and creating executable plans to achieve her client’s vision. Her passions include incubating early stage businesses, fostering joint ventures, and mergers and acquisitions. 5 See Appendix A for information about the resources used for this paper © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | vi
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Summer 2010 Edition “Not So White” Paper Series The firm has expertise in all sectors of the travel distribution value chain, including offline/online agencies, corporate travel, travel suppliers, GDS companies, destinations, travel technology, service providers, content companies, and social media. Prior to forming her own consulting firm, Ms. Fitzgerald held senior positions with Equant, SITA, Worldspan, and Sabre. In addition to the Not So White Paper™ series, she has published three books on travel distribution, known as the Travel Distribution Library. She also was the executive editor on a series of white papers completed for the Hotel Electronic Distribution Network Association (HEDNA). Her iconoclast style is also featured in regular articles on The Beat™ subscription newsletter and in their blog <http://www.thebeat.travel/blog/>. The investment community recognizes Chicke as an expert on the travel industry. She has achieved top 5% status in the Gerson Lehman Group Council of Expert Advisors, <http://www.glgroup.com>, in a field of more than 250,000 advisors across all industries. Chicke and her husband, Michael, presently reside with their son and daughter in Tampa, Florida. For more information, see www.solutionz.com, or contact Chicke by email at chicke@solutionz.com or phone (+1-‐813-‐925-‐0789). © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | vii
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Summer 2010 Edition “Not So White” Paper Series TABLE OF CONTENTS EXECUTIVE SUMMARY................................................................................................... 1 Breaking Down the Limiting Myths ....................................................................................................1 Turbulent Times Demand Creative Solutions .....................................................................................2 How is Planning Done Today? ............................................................................................................3 The Purpose of this Report.................................................................................................................4 WHY DIFFERENTIATE? .......................................................................................... 5 eCommerce Pioneers .........................................................................................................................6 Differentiation or Accelerated Commoditization? .............................................................................6 Disintermediation as a strategy..........................................................................................................7 What now? .........................................................................................................................................8 THE FORGOTTEN MASS MARKET ............................................................................ 9 The Terminology.................................................................................................................................9 Non-‐Air Traveler..............................................................................................................................9 Drive Market ...................................................................................................................................9 Mass Market ...................................................................................................................................9 Life Travel......................................................................................................................................10 The Logic...........................................................................................................................................10 Better said “Why should I care?” ..................................................................................................10 Measuring the Impact...................................................................................................................10 The Decision to Drive ....................................................................................................................11 Sizing the Market..............................................................................................................................12 Total Trips by Mode of Transportation .........................................................................................13 Overnight Trips by Mode of Transportation – 2006 to 2009.........................................................14 Top Misconceptions of the Road Traveler.....................................................................................14 Fallacy #1 – Low Income Demographic ...................................................................................................................... 15 Fallacy #2 – This is the Economy Traveler .................................................................................................................. 15 Fallacy #3 – We already serve the road traveler ........................................................................................................ 16 The Electronic Distribution Picture................................................................................................17 Air Disintermediates Hotels..............................................................................................................17 Investment Community Focus..........................................................................................................18 Further Reductions in Air Travel.......................................................................................................19 THE HEART OF THE MATTER – A PRIMER ON THE DRIVE MARKET ............................ 20 Road Trip 2010 Style.........................................................................................................................21 Why Do I Need a Primer on Marketing to the Drive Market? ..........................................................22 Distribution Value Chain Penetration ...........................................................................................22 Getting Perspective.......................................................................................................................23 Why Does Mode of Transportation Matter?.................................................................................24 Changing your mindset .................................................................................................................24 Road Traveler Needs ........................................................................................................................26 The Online Planning Process ............................................................................................................26 The Journey Planning Tools ..............................................................................................................27 The Model .....................................................................................................................................28 © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | viii
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Summer 2010 Edition “Not So White” Paper Series Demographics -‐ It’s not just the Economy traveler .......................................................................28 The Bottom Line ...............................................................................................................................29 LOOKING OUTSIDE OUR INDUSTRY ...................................................................... 30 The Transformation of the Restaurant Industry – A Story of Product Centricity .............................30 The Television Industry – A Story of Customer Centric Design ........................................................32 The Shipping Industry -‐ Becoming Multi-‐Modal...............................................................................33 From Hamburgers to Televisions to Shipping...................................................................................33 HIGHER ORDER MARKETING™ ............................................................................. 34 Product .............................................................................................................................................34 Action ...............................................................................................................................................34 Intent ................................................................................................................................................34 The Higher Order Marketing Equation .............................................................................................35 MOVING FORWARD ........................................................................................... 36 There is Hope ...................................................................................................................................36 The Profitability Challenge ...............................................................................................................36 Cost Cutting is Not a Strategy...........................................................................................................37 Mode of Transportation Matters .....................................................................................................37 Are You Customer or Product Centric? ............................................................................................38 TAKING ACTION................................................................................................. 39 Your To Do List..................................................................................................................................40 The Role of the Travel Agent ............................................................................................................41 Geographical Focus ..........................................................................................................................42 Sector by Sector Action Plan ............................................................................................................42 Gathering Data and Creating A Marketing Plan ...........................................................................42 Travel Suppliers .......................................................................................................................................................... 42 Travel Technology Companies.................................................................................................................................... 43 Destination Marketing Organizations ........................................................................................................................ 43 Industry Associations and Government Agencies and Research Companies............................................................. 43 BACK TO THE “IRRESISTIBLE PULL OF IRRATIONAL BEHAVIOR” ................................ 44 Loss aversion ....................................................................................................................................44 Diagnosis bias ...................................................................................................................................44 Chameleon effect .............................................................................................................................44 CONCLUSION..................................................................................................... 45 NOTES .............................................................................................................. 46 CONTACT INFORMATION .................................................................................... 47 APPENDIX A -‐ RESOURCES .................................................................................. 48 © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | ix
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Summer 2010 Edition “Not So White” Paper Series EXECUTIVE SUMMARY As you look at the cover of this report, you will see a lone airplane and on the roads below, scores of cars, along with SUVs, motorcycles, trucks and RVs. Every day on every road in the U.S. the story is the same. Excluding commuters, each vehicle is on a journey of varying lengths and different levels of complexity – taking trips around town, day trips and weekend getaways in the region, all the way up to and including the Great American Road Trip. Some have pre-‐planned their outings. Still others are more spontaneous, planning as they go. According to research conducted on this market in 2007 by the U.S. Travel Association, there are over 2 billion trips taken annually, with over 85% by car, representing 78% of all spending. Over 50% of those vehicles ⎯ 1 yes, that is one billion ⎯ are going more than 50 miles from home and will require a hotel room . And 6 according to our own research, over 85% of those ⎯ 850 million ⎯ will stay in 3, 4 and 5 star motels/hotels . Most all of these road travelers will need driving directions for at least a portion of their trip, suggestions of where to eat, things to do, places to shop and some will want to know about events. However, today as a rule, the travel industry leaves all this work to the consumer. And by and large, as an industry, we maintain our singular, transaction-‐focused model, making money from the sale of our products (or the booking fees or commissions from those sales). Most industry players have not given serious consideration to the possibility that they can augment this tried and true model with a new revenue stream by knitting these tools together. 7 Hitwise reports that 6 out of 10 of the top search terms in the travel category include mapping and driving directions. It is no surprise that the bulk of the revenues from this lucrative market go to MapQuest and Google, CitySearch [and the like], while the travel industry happily serve the other 15% of overnight travelers that fly to their destination. BREAKING DOWN THE LIMITING MYTHS The purpose of this Not So White Paper™ is to break down the myths that hold us in our present conundrum, focusing on the addressable air traveler market, which is declining before our very eyes. Those myths are: MYTH FACT Air travel is the Air travelers only represent 15% of all travel in the US and just 22% of all spending in 8 mass market the travel category . The real mass market is the drive market. We know our We may know their preferred airlines or hotel brands, but we do not understand customers and their their behavior under different situations and how it changes based on whom they behaviors and intent are traveling with or why they are traveling. The current Travel technologies (including those selling hotel, cruise or those supporting travel technologies meet planning to destinations) are highly air-‐centric. They begin the dialogue with the the needs of the traveler asking them WHERE they want to go and WHEN, with an orientation on top mass market destinations. They don't include the customer’s starting point (other than an airport), the details of the journey, mapping and driving directions, which are key needs of the drive market. 6 LeisureLogix Drive Market Study 2006 – LeisureLogix was co-‐founded by Chicke Fitzgerald 7 th Hitwise Top 10 Travel Search Terms As of June 26 , 2010 8 US Travel Association 2007 © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | 1
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Summer 2010 Edition “Not So White” Paper Series TURBULENT TIMES DEMAND CREATIVE SOLUTIONS “If people say that Sept. 11 was a perfect storm, I believe now that that was just partly cloudy with a chance of showers.” Roger Dow, president and CEO of the U.S. Travel Association. 9 In 2008 and 2009, the U.S. saw double-‐digit cutbacks in airline capacity and frequency as a direct result of the 10 fuel crisis . The Air Transport Association reports that from 2000-‐2009, over 700 planes were retired and parked in the desert or sold to third world nations, never to return to service here in the U.S. Domestic air ticket sales though the travel agency community (online and offline) for 2008 and 2009 declined 11% and 5% respectively. International air ticket sales through the travel agency channel for the same period 11 declined 14% and 9% respectively . In 2010, if approved, the United and Continental merger promises to yield another 10% decline in their combined capacity and frequency. These declines have impacted every sector of the travel industry and have been compounded by the extreme economic challenges we have faced over the last 24 months. And while airlines will invest in new aircraft when the economy recovers, channel shift will persist as they continue dogged pursuit of direct distribution through their websites. This strategy of disintermediation, albeit misguided in my opinion, is here to stay. As a group, the travel agency community faces continually shrinking (and even vanishing) supplier commissions and the pressures of suppliers selling direct to consumers and corporations. The industry has gone from a high of 47,000 agencies in 1996 to just under 16,000 in 2010. Last year, with system-‐wide air 12 sales of $186.1 billion, just $65.8 billion (35%) was sold through the agency channel . As the air business through the agency community declines, so goes the primary revenue stream to the GDS companies, which are based on booking fees from the airlines. And every other type of supplier and every destination that depends on air travelers for business are likely seeing similar rates of decline in business. Following the lead of the airlines, other travel suppliers continue their pursuit of direct distribution to the consumer, cutting out as many middlemen as possible. Statistics show that this strategy may save on the cost side of the equation, but the net yield on transactions is substantially less due to the focus on price that is rampant online. The profit gap cannot be made up in volume. It is certainly a turbulent time for the travel industry. Welcome to the new norm. It will be up to you to determine how you will respond to continued pressure on the current model, particularly if you rely heavily on air travelers for your revenues. The question isn’t whether we need a new business model moving forward ⎯ it is “When will we agree on a model that will result in growth for the majority of constituents in the travel value chain?”. The challenge we pose through this paper is whether there is opportunity that has been missed due to the singular focus that most of the travel industry has on the air traveler. Imagine if you will, being able to sell the same products and services, but appealing to a much larger audience than you do today, simply by making some changes in the tools that are used to market to and service your customers. 9 Air Transport Association (ATA) 2010 Industry Review 10 ATA 2010 Industry Review reports that in 2008 alone, U.S. airlines paid $16 billion more in fuel than in 2007. 11 Airline Reporting Corporation (ARC), Sales by Agency Type 12 ATA System wide Sales versus ARC Agency Sales for 2009 © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | 2
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DARE TO DIFFERENTIATE
Summer 2010 Edition “Not So White” Paper Series Before you can move forward, sometimes you have to think back and see how history has played out. And sometimes you have to look outside of your own world and see what has happened in other industries. This paper will take a look at both the restaurant and television industries, contrasting the adjustments that they made as their consumer changed before their eyes. In both cases, the tools and delivery mechanism changed, but the products (e.g. hamburgers and TV programming) remained the same. We will also look at the shipping industry and their need to consider the investment required to meet multi-‐modal shipping opportunities. I believe there is a strong correlation to marketing your existing products and services specifically to the drive market and adopting that same multi-‐modal approach to your customers. HOW IS PLANNING DONE TODAY? Planning a trip by car, SUV, RV, motorcycle or truck is more complex than planning a trip by air. The consumer who is driving instead of flying generally has a number of different needs in planning their trip: • Picking their destination (often impacted by who they are traveling with and what they want to accomplish) and options for the return trip or trip extensions to other nearby destinations • Choosing a tool to plan their route, including determine where the stopping point is each day (based on route preferences, driving style and speed limits) • Finding someone to book their lodging (offline agency, online agency or supplier direct) • Locating what is in proximity to where they are going (places to stay, things to do, things to see, places to eat, places to shop, events to attend) • Exploring what is along their route (things to do, etc.) and knowing how long it will take to stop and get back on their way • Seeing who else is going to the same place that they are going • Getting input from others on the choice of destination or things to do and see along the way and at the destination While there are some very interesting trip planning and social media tools in the marketplace, in general we still have a chasm that exists between the travel, the mapping/navigation and the location-‐based content industries. We lack an integrated solution. The travel industry generally focuses on the destination or the product itself (e.g. the hotel, the attraction, the cruise) and has a bias toward top destinations. The mapping and navigation industries focus on getting from point to point and providing location based content information (e.g. points of interest), but do not do a good job on the planning of multiple day journeys. Both camps have their hands in the content game, but neither one has the ability to tailor content to match the travelers’ unique needs based on the purpose of trip or who is traveling together. These variables are not easily handled by single dimensional travel profiles. I liken this to the way that we used to do our shopping before the launch of superstores, such as Super Wal-‐ Mart, BJ’s or Super Target. We went to one store for our food staples, another for our beer/wine, for paper goods, for home and garden, for clothes, for toys and yet another for pharmacy items. You get the picture. There were some stores that stocked several categories, reducing the number of steps to fulfill our list, but nevertheless, the onus was on us to make our list, determine the best places to go and then plot out the most efficient way to get everything that we need. Consider for a moment, what it would take to plan a road trip from Tampa to New York City. You are going to an industry conference, but decide to take your family along. On the way up, you want to take the most direct route, with a minimum number of stops. On the way back, it doesn’t matter how long it takes and you want to visit the Jersey shore, several battlefields, visit friends in Murfreesboro, TN and visit Dollywood. It would be fun to go through Atlanta on the way back and see the Coca Cola museum and catch an Atlanta Braves game. You have your favorite hotel chain, or perhaps you want to stay at historic bed and breakfast inns. And of course, you want to know where all the Starbucks are along the way. Where would you start? How many players/tools would be involved in the process? Give it some thought, and let’s move on. © 2010, Solutionz Group International, Inc. All Rights Reserved. Page | 3
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