Today’s announcement comes a few months after Travelport announces a distribution deal with Ryanair and reinforce Ryanair’s Strategy to get a bigger slice of the business travel pie.
To create desire for your product, you need to: – show people how using your product or service will either reduce pain or increase pleasure in their lives – reassure them that is a perfectly acceptable behavior to undertake. Airbnb creates desire for their service by using beautiful product images. By using professionally-shot photographs that showcase the properties at their absolute best, they increase individual incentive to stay at one. -> Adding appealing images, Airbnb increases expected pleasure/perceived quality and social approval for these non conventional accommodations.
To create desire for your product, you need to: – show people how using your product or service will either reduce pain or increase pleasure in their lives – reassure them that is a perfectly acceptable behavior to undertake. Airbnb creates desire for their service by using beautiful product images. By using professionally-shot photographs that showcase the properties at their absolute best, they increase individual incentive to stay at one. -> Adding appealing images, Airbnb increases expected pleasure/perceived quality and social approval for these non conventional accommodations.
With the advent of Big Data and faster and better data processing capabilities we are seeing a surge in predictive intelligence solutions; everyone is trying to predict the future to their advantage. The question though is, are they? Can the future be predicted? The main issue I have with predictive intelligence and “the next best …
The biggest shortcoming of predictive intelligence is that it looks for buying patterns to make “relevant” offers. The idea is that if it happened once in the past, will happen again in the same way. The main problem of Predictive intelligence is that it is not possible to complete replicate twice the context and intent, the most advanced predictors of behavior, in which the buyer acts.
A new model, anticipatory intelligence, tries to account for context, intent, but more importantly for the many different possible scenarios – instead of next best step, tries to derive nextmost likely scenarios all with different likelihood of happening, and present them all as anticipatory steps.
With the advent of Big Data and faster and better data processing capabilities we are seeing a surge in predictive intelligence solutions; everyone is trying to predict the future to their advantage. The question though is, are they? Can the future be predicted? The main issue I have with predictive intelligence and “the next best …
The biggest shortcoming of predictive intelligence is that it looks for buying patterns to make “relevant” offers. The idea is that if it happened once in the past, will happen again in the same way. The main problem of Predictive intelligence is that it is not possible to complete replicate twice the context and intent, the most advanced predictors of behavior, in which the buyer acts.
A new model, anticipatory intelligence, tries to account for context, intent, but more importantly for the many different possible scenarios – instead of next best step, tries to derive nextmost likely scenarios all with different likelihood of happening, and present them all as anticipatory steps.
The US Department of Transportation has proposed a new travel metasearch rule. Google, Kayak, Hipmunk, Skyscanner, Travelzoo, and TripAdvisor oppose it.
One of the more surprising counter-arguments by the lawyers of the six metasearch companies that are putting up a united front against the DOT (Google, Kayak, Hipmunk, TripAdvisor, Skyscanner, and Travelzoo/Fly.com) is this: “The metasearch site, in connection with a consumer’s search and the provision of responsive data, does not collect personal identification, payment, or frequent flyer information from the user.” That statement is surprising because the conventional wisdom in the industry is that metasearch sites are about to start doing precisely that. Plans are believed to be afoot for metasearch sites’s user interfaces to ask users for identifying information, payment details and loyalty program membership accounts to help filter relevant search results and speed up the purchase. This functionality is said by some insiders to be vital for mobile apps and websites. Users want to be able book travel without having to leave the metasearch sites themselves and without having to type in their credit card and loyalty numbers repeatedly on tiny devices. But metasearch companies argue they are not actually “collecting” that information. They are passing it through to the third-parties.
The US Department of Transportation has proposed a new travel metasearch rule. Google, Kayak, Hipmunk, Skyscanner, Travelzoo, and TripAdvisor oppose it.
One of the more surprising counter-arguments by the lawyers of the six metasearch companies that are putting up a united front against the DOT (Google, Kayak, Hipmunk, TripAdvisor, Skyscanner, and Travelzoo/Fly.com) is this: “The metasearch site, in connection with a consumer’s search and the provision of responsive data, does not collect personal identification, payment, or frequent flyer information from the user.” That statement is surprising because the conventional wisdom in the industry is that metasearch sites are about to start doing precisely that. Plans are believed to be afoot for metasearch sites’s user interfaces to ask users for identifying information, payment details and loyalty program membership accounts to help filter relevant search results and speed up the purchase. This functionality is said by some insiders to be vital for mobile apps and websites. Users want to be able book travel without having to leave the metasearch sites themselves and without having to type in their credit card and loyalty numbers repeatedly on tiny devices. But metasearch companies argue they are not actually “collecting” that information. They are passing it through to the third-parties.
Travel reviews have a significant impact both on conversion rates as well as pricing. This is something that a revenue manager cannot ignore but the same goes for the ecommerce director as well as with the rest of the company.
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