raport: turystyka w internecie
TRANSCRIPT
© 2015 Deloitte LLP. Private and confidential.
Travel Consumer 2015Engaging the empowered holidaymaker
Webinar Slides
© 2015 Deloitte LLP. Private and confidential.
1. The evolution of the consumer ‘journey’
2. The empowered consumer
3. Shifting sources of influence
4. Multiple channels and devices
Travel Consumer 20152
Four chapters:
3
The evolution of the consumer ‘journey’
© 2015 Deloitte LLP. Private and confidential.
The evolution of the consumer ‘journey’Businesses need to adapt their operations to keep pace with changing
consumer behaviour.
Travel Consumer 20154
5
The empowered consumer
© 2015 Deloitte LLP. Private and confidential.
The empowered consumerConsumers have been empowered by product choice and information
available online, and travel has evolved from a seller’s to a buyer’s market
Travel Consumer 20156
72%
59%
46%
44%
31%
17%
1%
2%
Researching destinations
Comparing prices
Searching for feedback and comments by other people on holidaycompanies or travel agents
Booking the holiday or elements of the holiday
Researching options for holiday companies or travel agents
Buying other services or products related to your holidays
I don’t use the internet for holiday planning
Don’t know/Not applicable
Figure 2. Online activities carried out when planning a holiday
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 27,146)
© 2015 Deloitte LLP. Private and confidential.
The empowered consumerConsumer decisions are being shaped by metrics such as price, star
ratings and consumer review scores. Travel products are at risk of
becoming commoditised.
Travel Consumer 20157
56%
47%
38%
32%
22%
18%
15%
3%
4%
Price
Previous experience of using the same company
Reputation
Detailed information on the holiday destination, hotel etc.
Level of customer service
Promotion or special offer
Information or recommendation from other people
None of these
Don’t know/Not applicable
Figure 3. Reasons for choosing to book with a particular travel company
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 26,204)
© 2015 Deloitte LLP. Private and confidential.
The empowered consumerProducts targeting the over-65s are better positioned to avoid the threat of
commoditisation
Travel Consumer 20158
0%
10%
20%
30%
40%
50%
60%
70%
80%
Price Previousexperience of usingthe same company
Reputation Detailedinformation on the
holiday destination,hotel etc.
Level of customerservice
Promotion orspecial offer
Information orrecommendationfrom other people
16-24 25-34 35-44 45-54 55-64 65-74 75+
© 2015 Deloitte LLP. Private and confidential.
The empowered consumerAction points
Travel Consumer 20159
1. Redefine the relationship with consumers to encourage them to
look beyond metrics and instead base their decisions on brand
reputation and positioning
2. Evolve from a product-centric to a consumer-centric model that
considers the consumer perspective in every business decision.
To do this, businesses need to capture and analyse consumer
data to inform business strategy
3. Personalisation can also help businesses differentiate.
Personalised loyalty rewards can also help maintain the value of
loyalty schemes while cutting back on rewards such as free flights
that are less sustainable in a low margin trading environment.
10
Shifting sources of influence
© 2015 Deloitte LLP. Private and confidential.
Shifting sources of influenceConsumers have been empowered by having more opportunities to share
experiences and influence others
Travel Consumer 201511
42%
31%
21%
18%
15%
13%
12%
7%
9%
Review websites
Direct from a travel company website
Internet-only travel agency
The website of a high street travel agent
Deals-based websites
Travel guide websites
An aggregator or price comparison site
None of these
Don’t know/Not applicable
Figure 4. Online resources used when planning a holiday
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 25,495)
© 2015 Deloitte LLP. Private and confidential.
Shifting sources of influenceEvery consumer is a potential ‘evangelist’ or critic and businesses are
losing control over their own reputation
Travel Consumer 201512
59%
39%
31%
25%
21%
12%
8%
5%
4%
2%
Review websites, online forums etc.
Travel operator website
Recommendations from friends and family
Travel agent website
Newspapers/magazine articles and advertising
Visit to a travel agent shop
Visit to a tour operator shop
Content on social media
None of these
Don’t know/Not applicable
Figure 5. Most influential resources when booking a holiday
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 25,758)
© 2015 Deloitte LLP. Private and confidential.
Shifting sources of influenceConsumers’ influence will increase as they move from consumer content to creating it. Offline word-of-mouth recommendations are also expected to migrate online.
Travel Consumer 201513
40%
34%
31%
25%
21%
16%
13%
24%
4%
Researched travel or holiday related services on a mobile device
Asked for recommendations for holiday or travel purposes fromfriends and family
Posted a travel related review on a review site
Shared travel or holiday pictures on social media
Booked travel or holiday related services on a mobile device
Posted or talked about positive or negative holiday or travelexperiences on social media sites
Followed travel companies or operators on social media
None of these
Don’t know/Not applicable
Figure 6. Activities carried out by holidaymakers
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 23,533)
© 2015 Deloitte LLP. Private and confidential.
Shifting sources of influenceAction points
Travel Consumer 201514
1. Businesses can adapt to increasing consumer influence by being
more open to creating a recommendation culture and
encouraging consumers to act as their brand evangelists.
2. This word-of-mouth marketing is low cost and self-perpetuating.
These attributes are key as the cost of acquiring customers online
is increasing.
3. Of course, social advocacy is reliant on a positive consumer
experience both before, during and after a holiday.
15
Multiple channels and devices
© 2015 Deloitte LLP. Private and confidential.
Multiple channels and devicesThe consumer journey is fragmented across online and offline channels…
Travel Consumer 201516
60%
77% 74% 74%67% 62% 61%
55%
24%
11% 15% 14%21%
21% 26% 34%
10%9% 9% 10% 10% 12% 12% 8%
5% 3% 2% 2% 3% 4% 2% 3%
All Pricecomparison site
Internet-onlytravel agency
Deals-basedwebsite
Review website Travel guidewebsite
Travelcompanywebsite
The website ofa high streettravel agent
Figure 8. Final booking channel used, by research sources used
Online Offline Combination of online/offline N/A
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+ (n = 24,918)
© 2015 Deloitte LLP. Private and confidential.
Multiple channels and devicesFragmentation has made it difficult for travel businesses to track consumer
activity across devices and within mobile apps.
Travel Consumer 201517
68%
28%
89%
62%
22%
45%
8%
28%
10%
26%
2%10%
All Mobile researchers All Mobile bookers
Research(n = 26,094)
Booking(n = 20,727)
Figure 10. Use of multiple devices when planning and booking a holiday
1 2 3+
Source: Deloitte analysis of BTA TravelVision data, July-September 2014
Base: UK holidaymakers 16+
© 2015 Deloitte LLP. Private and confidential.
Multiple channels and devices… but a growing and more disruptive challenge is that of fragmentation
within the digital channel.
Travel Consumer 201518
74%
16%
31%
42%
13%
73%
24%
23%
10% 9%
42% 19%
3% 2% 4%
17%
Laptop computer Desktop computer Tablet Smartphone
Device used for research
Figure 9. Device used to book, by device used for research
Smartphone
Tablet
Desktop computer
Laptop computer
Device used to book
Source: Deloitte analysis of BTA Travel Vision data, July-September 2014
Base: UK holidaymakers 16+ (n=24,683)
© 2015 Deloitte LLP. Private and confidential.
Multiple channels and devicesAction points
Travel Consumer 201519
1. Travel businesses need to adapt to fragmentation by introducingan integrated experience across channels and devices.
2. Businesses could offer incentives that encourage users to sign inon every device. Signing in needs to offer benefits at every stageof the path to purchase and not just at the point of transaction.
3. Travel businesses could also reduce device fragmentation byembracing mobile wallets.
4. Offline needs to be integrated within a primarily digital consumerjourney. Businesses that operate on a commission model coulduse consumer tracking to reward agents for their influence, evenwhen a consumer makes his or her final purchase online.
20
Recipe for success
© 2015 Deloitte LLP. Private and confidential.
Recipe for successTo keep pace with changing consumer behaviour, businesses need to:
Travel Consumer 201521
1. evolve from a product-centric to a consumer-centric model that considers the
consumer perspective in every business decision
2. offer a more personal user experience to differentiate and encourage consumers to
look beyond metrics
3. create a recommendation culture. Word-of-mouth marketing is comparatively low
cost and self-perpetuating and can help to reduce customer acquisition costs
4. introduce an integrated experience across channels and devices
5. offer incentives to encourage users to sign in on every platform to track consumeractivity across devices and within apps.
© 2015 Deloitte LLP. Private and confidential.
Go to Market
What’s available to you?
22 Travel Consumer 2015
• Website/Intranet
• Sub-sector client mail-out (SMARTnet)
• Internal comms
• Digital signage across UK Deloitte campus
• Hardcopies on request
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of
member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the
legal structure of DTTL and its member firms.
Deloitte LLP is the United Kingdom member firm of DTTL.
This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out
will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from
acting on any of the contents of this publication. Deloitte LLP would be pleased to advise readers on how to apply the principles set out in this
publication to their specific circumstances. Deloitte LLP accepts no duty of care or liability for any loss occasioned to any person acting or refraining
from action as a result of any material in this publication.
Deloitte LLP is a limited liability partnership registered in England and Wales with registered number OC303675 and its registered office at 2 New
Street Square, London EC4A 3BZ, United Kingdom. Tel: +44 (0) 20 7936 3000 Fax: +44 (0) 20 7583 1198.
© 2015 Deloitte LLP. All rights reserved.