Reading the BOOT - syndication options

In addition to being able to consume all the BOOT you need here at tims-boot.blogspot.com or thebusinessofonlinetravel.com, you may be interested to know the industry news aggregation sites that carry a BOOT syndication feed . Here are three sites that carry copies of BOOT content that might be of interest:

• Tips from The T-List: The original online travel blog aggregator;
  
• PhoCusWright Connect: Travel industry bloggers and PhoCusWright analysts together; and
  
• Travel Insight 100: A partnership between the T-List and review meta-search company Uptake.

Enjoy.

Thanks to Brit for the photo on Flickr

Geckogo: start up surprise #2 from PhoCusWright 2009

The " "PhoCusWright surprise" occurs when I meet an online travel start up(s) at PhoCusWright that I have never heard of but is (are) number one in their category by some reasonable measure. Yesterday's surprise was Localyte.

Surprise number 2 - Geckogo

Geckogo - is a travel planning and inspiration site that want to solve the "too much information" problem by allowing travellers to aggregate content from social networks, friends recommendations and use that information to build trip plans. They claim to sit in between the travel aggregation sites like UpTake / NileGuide / TravelMuse and travel social network sites like WhereIveBeen and TravBuddy. Though I am not sure I yet see the gap. That said, I see the value of content company with social media interaction. The challenge for a business targeting that space is how to collect information and establish an index.

Geckogo founders Pokin Yeung and Eric Mackinnon are coming at the challenge through building a Facebook application called travel brain. It allows consumers to load cities and destinations visited (like TripAdvisor's Cities I've visited). The difference with TA's app is that Geckogo gives users a chance to increase their "score" by adding information about a destination. This rewards consumers for generating more content and engaging further with Geckogo. The result was that the Facebook app is the main content acquisition tool and consumer point of interaction for Geckgo. In addition partnership with Bradt Travel guides has helped populated editorial content on the site.

With Facebook as a driver, Geckogo claims to have attracted a network of 700,000 users - with 8% of those contributing content regularly. Results in 250,000 articles mainly collected from Facebook users - parsed and classified through their information architecture. Eric described part of the architecture as a "synonym database" that prompts contributors to help flesh-out areas that need more information. For example a casino in a destination means gambling but gambling as an activity in a destination will prompt a question on whether or not their is a casino.

This is where the surprise factor came in. I have talked before about what content companies need to do to succeed. My definition of success has always been SEO raking and traffic. Yet in Geckogo we have a online travel content company where early success has come from the using Facebook as a distribution and content acquisition mechanism. They made me feel a little old and outdated in continuing to believe that search is the number one battleground for traffic.

Being Facebook dependent is beneficial for Geckogo as their competitive set is lower. But in my interview with Pokin and Eric at PhoCusWright they admitted that Facebook dependence comes with risks. Just like a change in the Google search algorithm can send SEO dependent companies from the top of the world to the bottom of page 5, so too a Facebook change has dramatic impacts on Geckogo. When Facebook moved from a profile based page structure to the more twitter like newsfeed structure, Pokin admitted that usage dropped dramatically. Geckogo had to rebuild the way the app interacted to support the new approach.

Still in the angel funding stage Geckogo knows they have more money to raise and work to do. Eric admitted they are looking or about four times as much content before they will be able to answer the level of questions they are targeting. In addition to more content they should also work on the query architecture to help drive more responses and customer interaction. But the surprise factor success is there - Geckogo claim to be the number one content contributor on Facebook (but not the biggest app). Update - see below

For a bit more information on Geckogo check out their presentation from the Facebook app targeted fbFund. Also a story on the same presentation from UpTake industry blog written by Elliot Ng.

Update. Geckogo founder Pokin comments below. Here is an extract

"I should also clarify our claim of being the number one travel content source on Facebook. As a blanket statement that was absolutely true when we posted it, but I can’t validate that now since our friends at Where I’ve Been have also started collecting content as well. I believe we continue to be the number #1 source on Facebook for travellers to gain meaningful travel insight and help one another in their travel plans."

Localyte: start up surprise #1 from PhoCusWright 2009

A PhoCusWright side effect that I look forward to is meeting online travel companies that I have never heard of but are number one in their category by some reasonable measure.

This year two companies had me turn to the blogger next to me and in shared geek awe (with a hint of punditry arrogance) say "how come we never heard of these guys before".

[update May 13 2010 - Localyte has been bought by Nile Guide. Tnooz story here]

Surprise number 1 - Localyte

Localyte is a online content company that allows travellers to ask direct questions of and search content produced by "local experts". Classic UGC and social networking stuff. The surprise factor with Localyte is the staggering the amount of content they claim to have amassed. At the PCW Innovation Summit Localyte head of Biz Dev Doug Renert claimed 40,000 individual contributors – self appointed local experts – providing content and direct response answers to questions on what to do in a location. This has generated an SEO content well with a depth of 700,000 reviews and a mind boggling 20 million words per month. This is extraordinary for a company founded just over two years ago (Aug 2007) and drowns out any question of whether or not they have met my 3 rules for a content start up.

In his blow by blow summary of each of the Travel Innovation Summit presenters Phil Caines of Tourism Tide has a great summary of Localyte's business and product.

"Grabs recommendations from a 40k strong army of local experts to provide travel advice. Can be used by travel agents to advertise their location. Growing to 700k reviews in 2 years. Travelers can pose questions to locals and they will respond accordingly. The program can be used using the Global Sherpa iPhone app. the locals get a system of points and rewards to motivate the contributors. They throttle questions so people don’t get inundated. Open API so that anyone can integrate this technology into their sites."

Impressive. Surprising.Now to the challenges.

There is an viable business model for this level of content though not a guaranteed one. Traffic and content is a great foundation for an online media business but monetisation will still take effort - if Facebook cannot be certain of its revenue streams then niche social media content sites need to work even harder for monetary success. In Localyte's favour there are potential B2B revenue streams through destination marketing organisations as well as the typical ad sales and transaction referral commissions.

The main question for Localyte is - what constitutes a local expert and how to verify. In a Tnooz post of mine that included them I said

"I have concerns about the accreditation of the local and how to be sure they are not a rep of a particular travel product and therefore biased"

Sean Keener of Bootsnall via a tweet put it even more bluntly

"What constitutes a local expert? - local tour provider often times equals spammer in my experience. "

For my local region (Bondi in Sydney) the number one expert on Localyte is a travel agent living in Sydney. As a Sydney based travel agent it is true that this Localyte member is going to know what to do and where to go. But there is also a commercial angle here. The challenge for Localyte will be how to balance the commercial interest of the expert with the brand pitch for providing unbiased local advice.

My Localyte Summary - a very impressive level of content and worthy of our surprise. But challenges in executing on monetisation and ensuring the independence of the experts.

If you would like to read more on them then the tweets around the Localyte PhoCuswright presentation that were hashtagged #pclocalyte can be seen here.

Here is the Localyte demo from PhoCusWright

Tomorrow will post surprise number 2 - Geckogo

Google’s Next Big Thing – Killing off the TV media business. More from interview with Rob Torres at PhoCusWright

Google hangs over every online industry conference. Their ability to deliver and take away traffic is unmatched. I have even argued that being Google friendly has overtaken being consumer friendly as the product development test for website design team

At this year's PhoCusWright conference TripAdvisor's Steve Kaufer said in jest "darn it everyone starts at Google, I want them to start at TripAdvisor". Google’s traffic dominance is here for so long as the search box is the number one starting point.

It was with this background Google's MD of Travel Rob Torres and YouTube's CMO Suzie Reider took the Center Stage of PhoCusWright to pitch the "Next Big Idea".

In a recent Tnooz post I included my notes from a post presentation 1:1 with Torres. In this post I will share my thoughts on the presentation itself.

The core of the next big thing from Google is actually close to the old big thing. Google was appealing to the audience and online marketeers to take advantage of the video assets of Google, the power of video as an advertising medium and (as Torres put it) to "stop thinking about [Google for] internet demand capture and start thinking about [Google as] a driver of brand awareness”. Put another way - use Google and use online video as brand building marketing channels rather than just looking for the direct marketing response metrics that has made search so powerful. While new for Google, the online marketer and media channel mix planner this is a clear move against old media- namely the TV advertising market. It is like a declaration of war by Google against TV stations with an air of "anything you can do I can do better".

Torres and Reider went on to describe a number of the new advertising and content products that were available in this shift. Not only is this a big challenge that Google is issuing to the TV industry (especially free to air), it is a big shift in the Google advertising mindset. In our interview later Torres stressed his belief that the dramatically lower CPM rates for online video advertising as against TV made TV ad spend an “ego buy” rather than a rational marketing decision. That said, he admitted that number of views is still the best measurement metric for online video advertising.

I think this is the right move for Google but will be full of challenges. They have the world’s most powerful online video asset and with PPC costs escalating they need to change the marketer’s mindset to one of brand over direct response. They have the reach and they have the video. But success will depend on providing a more advance measure for audience engagement than ratings or views. For marketers to make the switch from viewing search and online video as direct channel to a brand building channel they are going to need a prove brand growth. The tradditional media apporach of ratings and demographics will not be enough for the sales and data hungry online marketing executive. Google will need to develop a new and more detailed mechanism for proving the value of a view.

As a coda to this post - here is an extract of the stats quoted during the presentation:

• Visits to travel sites up 12%
• On average people 9 research session before bookings. Visiting 20.3 sites
• 56% of frequent travellers visit video sites
• 77% of internet users consume video (not sure how this works with above)
• 13% of [online?] travellers have uploaded a video
• 20 hours of video uploaded every minute to YT
• 450mm – size of YT monthly audience
• YT has 5000+ premium content partners (Nat Geo). They only serve adds on premium content providers
• 40mm impressions per day on YT
• 1 in 4 Internet users visit YT each month

Did not say where or how generated statistics.

1:1 interview with Rob Torres is here

Secret to Innovation - technology and social movement together. Thoughts from PhoCusWright Innovation Summit

Another follow up from yesterday’s Travel Innovation Summit at the PhoCusWright. During the presentation I saw a lot screens and tech diagrams from innovators showing the latest in Web 2/3.0 technology. Lots of impressive looking technology touching on search, collaboration, analytics, content aggregation, mobile and more. Despite the impressive nature of the technology on display I came away reminded that technology is not enough for innovation. With innovation there is also critical need for an execution element and timing the product with social readiness for its adoption. For a new piece of technology to be capable of becoming an innovation it has to be timed to match the social movement and consumer readiness to use it (or be capable of holding on long enough for consumers to catch up).

This was particularly front of mind for me because only recently we learnt about Yahoo! finally shutting down GeoCities (TechCrunch story here). A business it bought for $2.87billion. At the height of GeoCities (wikipedia here) popularity it was the number one place for user generated content and destination information. It was the blogging platform before there were blogging platforms. Countless personal GeoCities pages were set up by individuals to talk about their lives, animals, home towns, travel experiences and more. Millions of words of local content were available through GeoCities years before TravelMuse, Nileguide, Geckogo, Tripsay, TripAdvisor, Uptake, etc were a glint in an angel funder’s eye. Yet it died. Clearly not for lack of user generated content. Sean Keener of BootsnAll said at breakfast yesterday that GeoCities died because Yahoo! blew it because they did not know what to do with it. There is something in this. But another reason why GeoCities died was that it came out too far ahead of the desire for consumers to share themselves with the InterTube world. When GeoCities was at its peak in 2000/2001 the traffic was high, the usage was ok but there was no revenue model (no AdSense or equiv) and no sharing and distribution mechanisms (twitter, facebook, URL shortening). The consumer trend for writing, sharing and engaging in social commentary was not there to support the business. The product/technology was launched too far ahead of the social desire and trend to use it.

Don’t believe in this need for technology and social change to be together? Let me give you another example. In 1996 – as a young lawyer- I was excited to load PointCast as my screen saver. Without me having to click a button or search a site, news and information was pushed to me. All the information I used to have to surf around to find was coming to me in a means that was more convenient, faster and “hands free”. Everybody in the firm followed suit and downloaded the product. Then in Jan 1997 (wikipedia story here) Murdoch offered $450mm for company. While PointCast was holding out for more money network admins across the corporate world were finding their network s crashing down under the load of constant information queries. Employees were banned from using PointCast. Without complaint we shrugged and uninstalled PointCast. The critical part was “without complaint”. We liked the feature but did not need it. It was not that big a deal to go back to reading the local paper, BBC and CNN online. Within moments Murdoch pulled the bid and PointCast was later sold for (a paltry) $7mm and shut down a year later. Fast forward to 2009 and each of us has a newsreader indexing hundreds of information and news site. If companies tried to block newsreaders there would be an employee revolution and drop in productivity. PointCast was the first prototype of a news reader but socially we did not need to fight for it and did not miss it much when it left because there wasn’t enough content out there to compel the need for an aggregation product. Technology came too early for the consumers.

My point from these two examples is that when trying to innovate it is critical to focus as much on timing and social readiness as it is to focus on the technology and product. Making sure consumers are available and ready to pick up what you are building.

I talk about this in my EveryYou concept. Our ability to develop a specific and targeted recommendation of one based on the unique combination of desires, needs and interests of each individual at any moment in time is only now becoming available because of the matching of technological capability (near unlimited processing power) and consumer desire to share information and data and receive targeted advice and replies.

What do you think? How important is timing in innovation?

thanks to Vermin Inc for the photo

Final 4 PhoCusWright Travel Innovation Summit

PhoCusWright boss Phillip Wolf just announced the following as the final 4 for the Travel Innovation Summit. These four are off to the next round.

1. Amadeus IT group (Amadeus Affinity Shopper)
2. Gliider
3. Global Motion Media Inc (EveryTrail)
4. Translations.com

My predictions were
1. Dapper
2. Traveltainment (anothe Amadeus entry)
3. Tourabout
4. x+1

In other word 0 / 4 for the BOOT

My predictions and background are here

Twittering from PhoCusWright Orlando

I will be twittering all week at PhoCusWright in Orlando. Follow me @timothychughes or watch hashtags #phocuswright and #pcw09.

Google bought AdMob, Norm was right, the BOOT was wrong - time to eat humble pie

In my predictions for 2009 (back in January) I said the following

"2009 will not be the year of mobile for the travel industry: Every year since 2000 we have been talking about the mobile revolution in online travel. This year I rejoined that chorus of mobile revolution fan boys while at PhoCusWright in LA. With the Global Financial Crisis (I am told there is even an acronym for this - GFC) in full swing I think the larger players will pull back from their mobile plans and focus on core products, costs control and customer loyalty. Mobile will have to wait until 2010; and"

Many disagreed including Norm Rose, arguing that the proliferation of smart phones and mobile apps would prove me wrong. But I would not be talked out of it. In September I reaffirmed by prediction saying

" The argument in favour of my prediction is that bookings of travel via mobile phones apps (outside of Korea and Japan) are still very small and arguably inconsequential to the $150+ billion online travel industry. "

Here we are in November and I was looking forward to debating my position with Norm at PhoCusWright next week. But with barely a week to go before seeing Norm in Orlando, Google won the debate for him by buying AdMob for $750 million. AdMob is/was a Sequoia backed mobile display advertising platform.

This means that Google's third largest acquisition ever (after YouTube and DoubleClick) is of a company with maybe $40mm in revenue focused on putting adverts on iPhones, Android phones, smartphones etc. We now have a revenue model and distribution for advertising on the phone. Add that to the travel app bonanza on iTunes and elsewhere, the levels of smartphone penetration, augmented reality and more.

You got me Norm. I concede. Google has closed out the year with a big M&A deal proving that 2009 is indeed a year for Mobile. See you in Orlando for a piece of humble pie.

More on the deal read these two TechCrunch posts

• Google Acquires AdMob For $750 Million; and
• AdMob Is “Approaching $100 Million” In Revenues. Google Thinks It Can Be Billions

thanks to smiteme for the pie photo

PhoCusWright: Organising appointments and meet ups for Orlando Nov 17-19

I am going to Orlando for PhoCusWright November 17-19. Due to the nature of long haul travel I will be there for the whole day the 16th and 20th as well. My diary is starting to fill up with appointments. If you are interested in making a time to meet up please email me or make contact through PhoCusWright's eConnect conference network site.

DealBase raises $1million in Series A funding

The deal hunting and publicising websites are appearing everywhere and launching in new markets constantly. In Australia alone we have had TravelZoo and Cheapflights rushing into this crowded and relatively small market.

News today that hotel deal/offer aggregation site Dealbase has raised $1 million in Series A funding from Russ Siegelman, an Affiliated Partner at Kleiner Perkins Caufield & Byers; Bob Zipp, Managing Director of Amicus Capital and Josh Hannah, General Partner at Matrix Partners and former CEO of eHow.com.

Dealbase.com was one of the BOOT pick's for the final six at the PhoCusWright Travel Innovation Summit. I chose it because it is has spent time and energy on the display layer. This has resulted in a great browsing and filtering experience generated by the common layout in terms of description, savings etc for each offer and deal. Makes it much easier for the customer to make the necessary comparisons. I am also very impressed by the self loading approach for hotels and inventory providers - at no cost. Is very different to the paid offer approaches of TravelZoo, Cheapflights and others. As with all these things distribution will be the key - especially if they get caught in an arbitrage traffic position where they try to buy traffic from Google at a price cheaper than they sell it to hoteliers. Are currently claiming a 100,000 visitors in March (puts into perspective my 3 years to get 100,000 visitors).

As a reminder here is the Dealbase.com pitch by CEO Sam Shank at the PhoCusWright summit.

Travel Discovery, Triporati and the music business

Through post commentators and email exchanges with readers I have been thinking about whether or not we should be classifying all the travel content, planning, community and search sites that have emerged in the last year. Classification will help to identify competitor sets, clarify business models and help with predictions as to who will be the winners and losers. Also we need something to differentiate all the companies that have launched since 2006 with the word 'trip' in their name.

The first category I have decided to turn my attention to is "Travel Discovery & Inspiration". These are companies that help with the very first part of trip planning - coming up with the inspiration for where you want to go and what you want to do. That help the potential traveller narrow down a world of opportunities and possibilities into a basket of ideas to be explored and researched further. Another reason I want to start with this category is that I have been thinking about the general area of web supported discovery for some time now.

At WebItTravel 2008 in Singapore last October, Ram Badrinathan of PhoCusWright asked me to name my three favourite start ups. One of those I highlighted was not a travel company (and is not even a start-up any more). I talked to him about music social network and discovery site last.fm. Last.fm is the best product I know for discovering music. It tracks the music you listen to, then looks around for other last.fm users that listen to the same music. Then it recommends tracks to you that people listen to who like the music you like. In effect it crowd sources music recommendations based on the similarity of your music tastes with others in the network. A great manifestation of this is your ability to listen to a 'neighbours' radio station. A neighbour being someone with similar tastes to yours and their radio station being a collection of their favourite songs.

Last.fm's chief rival, Pandora, has the same aim - helping you discover new music- but instead of using crowd recommendations like last.fm Pandora has teams devoted to the genomics of music (Music Genome Project). That is breaking down a song or artist into the elements or themes ('genes') and matching to artists or songs with similar genomics.

While they approach it in different ways the concept is the same - bringing to the web and technology the power of word of mouth and trusted advice as a tool in pre-purchase discovery.

The applications to travel are clear. Helping consumers to answer questions of "where to go next?" and "help me find somewhere to go" through networking with other consumers or expert fed technology based query engines.

Triporati is a company that has really impressed me in their efforts to undertake a Travel Genome Project and build a query engine for recommending travel destinations. I first came across Triporati at PhoCusWright 2008 in LA where they participated in the Travel Innovation Summit. They made the short list of six (out of thirty two) at that conference as well as being one of my picks for a top six spot.

Triporati was launched by online travel industry founding fathers/mothers Jim Hornthal (Chairman) and Sharlene Wang (Chief Product Officer). I call them that as they were the builders of Preview Travel, who's sale to Travelocity in March 2000 (announced in Oct 1999, closed in Mar 200o) marked the beginning of online travel as a serious economic force (and temporarily consolidated Travelocity's early lead in online travel). Like Pandora did with music Hornthal and Wang have drawn from travel writers and experts to identify 62 elements of choosing a destination. A user selects (and ranks) up to ten of the elements that interest them and some other data (like home airport and number of travellers). Triporati recommends destination options. For example I chose a number of beach, swimming and snorkelling themes. Recommended for AsiaPac were Fiji, Tahiti and Queensland. For Europe Gran Canaria, Catalonia and the Italian Lakes Region. None of this is surprising but then I know the areas well and generating recommendations on sea, sun and sand is not that challenging. But in regions and search combinations that I am less familiar with I was presented with destinations and travel ideas that were new to me and intriguing. For example, selecting "Wine Tasting", "Zoo" and "Foreign Languages" I was presented with the Cuyo region in Argentina - near the border with Chile - which sounds amazing.

I have been trying to find others in the content/planning model that have followed this Travel Discovery & Inspiration path in using destination idea generation as the means for taking travellers down the trip planning (and therefore eyeball monetisation) path. There are plenty of sites using combinations of editorial and user generated content to provide advice and recommendations on what to do in a (known) destination but I have yet to come across another like Triporati which recommends destinations based on broad traveller . I did come across want2bethere.com in an email exchange last year and in 2007. They claimed to be working on technology that allowed a customer to outline the requirements they were looking for in a trip (through drag and drop), which would then be matched to recommended destinations. Unfortunately their website now seems to be down.

What do you think of my first efforts at classification? Do you know of other companies building discovery engines like Triporati (and last.fm/Pandora in the music world)?

FYI is an interview with Triporati Chairman Jim Hornthal at PhoCusWright last November.

Marriott, Hilon and Omni reporting growth in sales via mobile - but I still believe that 2009 is not the year for mobile

Advertising Age's Rita Chang has a story in Advertising Age on increased mobile distribution for hotel chains called "Mobile Hotel Bookings Show ROT in Recession". Highlights from the story are:

• Marriott reporting US$2million in sales via mobile from Aug 2008 to 31 Dec 2008;
• Omni Hotels claiming 85% growth in traffic to the mobile in just six months - with conversion rates of 25% (compares to 3.5%-7% on the web version of their site); and
• Hilton Hotels talking about a 22% "return on investment" (whatever that means) including $1.4 million in bookings "in an average 100-day period" (again not sure what that means)
  

In my predictions post for 2009 I said that 2009 will not be the year for mobile in the travel industry because most distribution players will focus on their core products rather than new distribution ideas. This is not a popular prediction. PhoCuWright (respectfully) don't agree with me both through their Trends for 2009 report where they predict that "Mobile Arrives (finally) - and Gets Contextual" and in Norm Rose's reply to my prediction is here. My former Cendant colleagues at Hudson Crossing also don't agree in their Trends in Travel Investment 2009 report (pdf) where Mike McCormick predicts that Mobile will begin to "emerge, converge and finally arrive in travel". More than half of the commentators in Travolution's Predictions for 2009 also disagree with me.

The beauty of this Advertising Age report is that each of us can use the numbers to support our case. I can say that the results are so small and off such a low base that they show that mobile is still a year or more away from having the impact we have been waiting for since 2000. The pro-mobile camp can use the growth rates, the penetration of smart phones and the return of the last minute model - all before the end of Feb 2009- as proof that mobile is picking up speed and headed for victory in 2009.

So where do you stand? Am I mad to swim upstream against the other commentators on mobile in 2009?

Update - Jakob Neilsen has an interesting post on the usability on Internet via mobile called Mobile Web 2009 = Desktop Web 1998 that (I think) supports my view (found it at Hotelmarketing.com).

Hat tip to nakedbearmedia for sending me the Advertising Age link

thanks to Matthieu :: giik.net/blog over at flickr for the photo

701 not out

This last 100 posts has flown by. It is time for my regular "not out series" where I recap the last 100 posts and remind you of the themes that have been dominating the blog. I started almost three years ago with 101 not out and continued with 201, 301, 401, 501. and 601 not out.

I spent a lot of the last 100 posts attending and covering the big online travel conferences of Oceania, Asia and the US. A couple of highlights:

From TRAVELtech in Sydney

• Richard Noon of Webjet estimating the Australian turnover of Expedia, Zuji and Travel.com.au; and
  
• WorldNomads the inspiring Footprints charity program with the fantastic marketing and conversion benefits.

From Eyefortravel in Sydney

• Me talking about helping consumers navigate too much information;

From WebInTravel in Singapore

• Alfred Chang of Ctrip sharing his views of the market share "online" in China;
• Ram of PhoCusWright hosting an interesting round table on India with heads from Makemytrip and Yatra; and
  
• Phillip Wolf and Ram Badrinathan of PhoCusWright and me talking about online travel, Google, UGC, the Economy and (of course) Asia.
  

From PhoCusWright in LA

• I tried to sort out all of the trip planning sites and mobile applications;
• We heard interesting stories from the bosses of Expedia, Priceline and Kayak; and
• We came across the interesting way in which an offline publisher in Germany (MairDumont) is supporting and online trip planner (TripWolf).
  

While I was busy at Gabfests the world went into an economic death spiral:

• XL went bust, Alitalia too (kind of); But
  
• Uptake, HomeAway, and TripWolf managed to raise some money, bucking the trend.
  

I touched on some (in my view) interesting themes including

• Whether or not BA did a good or bad job point all of their Highlife content online;
• Whether or not Google has too much influence over how we design our websites and content strategies; and
• Whether or not you should use paid search as a place for a he said, she said bitch fight.
  

And in BOOT news

• We watched live on the Internet as a family member escaped from the horrors of the attacks on Mumbai
  
• We hit 1,000 subscribers;
• You heard me talk to Addison Schonland;
  
• I saw a man die at Hong Kong airport;
  
• We joined the Recombobulation Revolution!!!
  

I'm having a blast writing, I hope you are enjoying the reading.

PS - in case you happen to be counting this is actually post 703

PhoCusWright Interview: TripWolf CEO Sebastian Heinzel and his relationship with MairDumont

Another very interesting meeting I had in LA at PhoCusWright with TripWolf CEO Sebastian Heinzel. TripWolf is a German based online destination guide, social network and travel planning website. They call themselves a "social travel guide". They have already been generating a some blog buzz (Travolution examples) since their May 2008 beta launch. They have received some funding from i5invest. The part of this conversation I enjoyed the most was hearing about the unique relationship that the online Tripwolf has with the offline publishing powerhouse MairDumont. More on this below.

I have commented before on content sites, including a specific post summarising a series of travel planner sites that participating in the PhoCusWright Innovation Summit.

Tripwolf do a number of the things you would expect from a travel planning and social media site including displaying destination information, providing blogging and UGC systems and allowing travel guide printing. Functionality-wise they have the expected social networking pieces but are still to develop the itinerary aggregation functionality we have seen from players such as TripIt and fellow TechCrunch 50 allum GoPlanit.

Rather they have focused on two elements as their differentiator compared to other trip planning sites. Firstly they are European based. This provides for a different destination focus, greater breadth in language and different consumer pool to fish in.

The second is content and this is where my interest in Tripwolf was particularly engaged. The challenge that a travel planning company has (as I have discussed before) is the need for content and lots of of it. This usually requires time, patience and good marketing as the trip planning site tries to piece together its own editorial content and collect user generated content. Tripwolf has dramatically sped up the time required through a unique relationship with a large content provider - MairDumont. MairDumont (I am told) is the largest publisher of travel guides in Germany (which likely makes them number one in Europe also). It is trite to call them the "Lonely Planet" of Germany because one of MairDumont's many products is to market and translate the German editions of Lonely Planet. I am reliably told that their books, maps and publications are ubiquitous in Germany.

On their own MairDumont have followed an approach we have seen with by companies such as Lonely Planet and Frommers by launching series of sites (8) based on their various publication brands. These have been successful in their own right generating some 240 million page impressions and 36 millions visitors a year (according to Tripwolf's Heinzel).

The interesting part here is that in exchange for equity in Tripwolf and the right to sell advertising on TripWolf, MairDumont have given TripWolf access to the extensive MairDumont library of content. This means access to quality editorial information/content on more than 200,000 destinations in five European languages (press release here). It grants Tripwolf an enormous content head start but threatens MairDumont's tradditional business. This is a very bold move by MairDumont as Tripwolf is now "giving away" the content that MairDumont has been selling in books for 60 years. They are supporting a distribution mechanism that seeks to undermine the traditional publishing business that generated Euro190mm for MairDumont in 2007. Allowing their content to go online through a vehicle they have an interest in, even though it competes with the traditional business is a bold move that deserves our applause. It will cost them book revenue but it recognises that the future of content distribution for travel is going to be beyond the printed page.

PhoCusWright interview: Talking with Tina Fitch of EzRez about how airlines can improve their online offering

I am finally finding time to write the follow up posts from PhocCusWright in LA. This post also ties back to a story I wrote in May 2007 called “Helping Airlines Stay On Top”. Also one a few months later when EasyJet announced a complete revamp of its website – becoming the first of the low cost carriers to do integrated (read seamless) land and air cross sell and packaging.

I was reminded of these two stories during my meeting at PhoCusWright with Tina Fitch the President and CEO of EzRez. As you probably know EzRez is a provider of web based reservation and distribution services. This includes a mechanism for allowing travel distribution companies (including suppliers) to build multi-product (air, land etc) engines with cross sell and packaging. Effectively allowing a supplier/airline to look like an OTA.

This took me back to my earlier posts because in them I proposed three things that an online supplier (namely airline) should do to increase their online presence. I have updated this list from the earlier post. Here are my three recommendations to an airline:

1. Cross Sell Complementary Product - Properly: Advising an airline to sell complementary land product is the easy part. The twist in this advice is they should not do it through through a simple white label and link on the home page that says "book hotels". It is another mistake to simply to bring online the offline holiday or vacation division of the airline (like what Qantas have tried with what used to be known as ReadyRooms). Instead they need to invest in being a true online hotel (land) business. One that lives by the principles and processes that have made the hotel only players successful - hotel flexibility in rates and availability, product focus and online product managers living and breathing their channel. Leaving it to the holiday division means that the hotel contracting style and results mirrors the less flexible world of wholesale. This does not produce the inventory and pricing you need to beat the hotel only players. Just as important you need to match the big OTAs in putting cross sell in the purchase path through both dynamic packaging and shopping basket style. Both of these things mean investing seriously in the complementary product. It will likely involve a third party inventory provider but for maximum effectiveness needs more than a link to a white label;
2. Give Customer rewards and enticements beyond price: Web only deals and lots of them drove customers to Airline websites but with the OTAs and meta-search now using API connections and screen-scraping to provide customers with the same inventory, the airlines need to expand their offering to customers. They should use content, loyalty concepts/miles, customer service and bonuses (all the stuff that OTAs do) to open up another front in retaining customers. I talked about this in relation to how BA brought their Highlife magazine online. When using content to retain consumers, Airlines should seek to drive loyalty through building community, building brand and linking all elements to the customer experience not just to drive traffic and generate advertising revenue ; and
3. Apply focused channel management and structure: Stop treating the online channel as...well...just another channel. Make it a separate business in itself. Put the person in charge, truly in charge such that they never have to enter into a debate over cannibalisation of other channels. Turn the site into a business that is independent of the airline's other sales activities.

Tina's EzRez is building a business around helping Airlines with these recommendations. Her company's pitch is that their software as a solution (SaaS) products can provide the functionality and connections needed to drive the architecture and inventory. With clients such as AA Vacations where they are hoping to prove it. She believes a SaaS provider like EzRez can invest more in technology (than an airline), can go behind the scenes at the airline (unlike an OTA) and can build on top to customise for areas such as miles/points.

I see a very interesting battle emerging between companies like EzRez approaching this market from the SaaS angle, the OTAs with customisable white label solution and now XML feeds and black box connectivity style companies such as TopDog. The winner will determined by whether or not players like EzRez can keep up with the technology strength of the OTAs (with their deeper pockets and larger technology teams) and can stay ahead with interoperability capabilities ( I have also mentioned these challenges before).

Gift Disclosure Tina was kind enough to give me a t-shirt during our interview.

Australians at PhoCusWright - ekit and viator

Photograph of an Australian group at the recent PhoCusWright Conference in LA. From left to right John Diamond CEO of international mobile phone card, SIM and geo-location services company eKit, Tim Hughes (me) and Rod Cuthbert Executive Chairman of destination services company Viator. Am grateful to Rod as it was through his introduction of me to Philip Wolf of PhoCusWright that I managed to get a blogger ticket to PhoCusWright.

Kayak CEO Steve Hafner on PhoCusWright Center Stage

Here is a quick list of quotes from Kayak CEO Steve Hafner that I Twittered during his PhoCusWright Center Stage Interview with Philip Wolf.

"Kayak's traffic was three times Sidestep when they bought them"

"The jury is out for the media model on retail sites"

"Bartels at Travelzoo has $80mm of revenue in their P&L. I want it. Of course they are a competitor"

"brought out a great mobile product a few years ago. Was used by 1000 people"

"next year will be talking about consolidation in OTAs (online travel agents), new faces at the top of some, cost cutting and site improvements. Can't believe how cluttered OTA home pages are"

Priceline CEO Jeffery Boyd on PhoCusWright Center Stage

Philip Wolf has just finished interviewing Priceline CEO Jeffery Boyd at PhoCusWright 2008.

Here is my summary.

On US v International

• Already have more than 50% of business outside of US (see Expedia CEO's comments from yesterday). The international hotel business overtook US in terms of size at the end of 2006; and
  
• International split is reflected in staff numbers with 1,600 total staff but only 340 in the US (but note another 6-700 more in outsourced US customer service).
  

On moving away from the opaque model and doing acquisitions in Europe

• Was an easy decision to move away from the opaque model and air reliance as the business was shrinking. Now down to less than a third of the business being the merchant model and the largest part of that merchant model is hotel;
  
• (not surprisingly) very happy with 2004 acquisition of Activehotels and 2005 acquistion of Bookings.com. There was some unhappiness at Active when the brand was dropped in favour of Booking.com but believes it was the right business decision. Boyd did not provide a direct answer to questions on whether he would expand the Booking brand to the US but did say "with a product in English and the strength of Google we can sell to anyone";

On Asia and Australia

• (again) very happy with Agoda acquisition. It generated $30mm in gross bookings in Q3
• Boyd was asked about the strength of Wotif in Australia. He reiterated that there is a lot of opportunity for more competition in Australia. Booking.com are opening an office in Australia with through "a person based in New Zealand" (I assume he means Agoda Chairman Adrian Currie Update - received a message from inside Priceline that Boyd was referring to someone else. Adrian Currie is based in NZ but is the Chairman of Agoda and head of Asia for Booking.com) .
  

On Mobile

• In the US - about service and support, not transactions for now;
  
• In the rest of the world - likely to be much faster to transactions on mobile; and
• Generally -"have a mobile site that is caveman in its advancement but are focused on it".
  

On the Year ahead

Paraphrasing Boyd he said the following: There will be a shake out in the coming year. Companies that are well capitalised and watch expenses will do a little better. The industry survived and grew post 9/11 so we will get through this.

The Renaissance Hollywood Hotel wants more money

I have been at the Renaissance Hollywood Hotel this week as part 1,000 people attending the PhoCusWright 2008 Conference at this hotel. I have tried to be a good guest - no unnecessary demands of staff, tipping everyone that looks my way. I asked very nicely to be able to check out at 3pm rather than the 1pm they offered. "I am sorry sir but that will be an extra $25 per hour" was the reply. "But, I have been staying here for six days as part of a very large conference, surely you can be nice to me and extend my check out for no charge" was my polite reply. "Can't help you sir, we have to charge $25 per hour" was the response.

Clearly they do not have to charge me anything. But it is equally clear that they want to charge me more and have no need to reward me for a long stay. I see this an being greedy. The Renaissance Hollywood should give me two hours for nothing after six days of paying. What do you think I am being too demanding?

PhoCusWright Travel Innovation Summit - Video of all of the presentations

Here is the video list where you can watch 13 minute presentations from the 32 companies from the PhoCusWright Travel Innovation Summit. You can select which one you wish to listen to. My pick of the top six are here. The six finalists here. You should also listen to YourTour, ekit, nileguide, planeteye, tripchill and travelbeen.