Back to Business: Charting a Strong Recovery for the Global Travel Industry

With the rollout of COVID-19 vaccines underway across the world, there is finally hope that economies and everyday activities can resume this year. That’s great news, but the travel industry still has a long way to go to recover. And it’s not just about our sector: travel is deeply intertwined with the global economy and the welfare of millions, if not billions, of people. 

Therefore, it’s crucial that we implement a strategic, data-driven plan for the travel industry’s recovery. In addition to restoring traveler confidence in the months ahead, we should also consider avenues for coordination and alignment across the industry. We’re blessed to work in a creative ecosystem; new opportunities for partnerships and initiatives with private and public entities can enhance our mission to rebuild.

 A multifaceted recovery framework that spans vertical markets and leverages cutting-edge technology is essential to move us forward. I spoke with a leading airline executive to identify key priorities and explore some new ideas.

“Should I Go?”: Managing and Monitoring Risk

Keeping travelers healthy and preventing the further spread of the virus is a core responsibility that industry suppliers have seized upon. “Every step of the travel journey has really stepped up the last nine months,” said David Harvey, Vice President of Southwest Business at Southwest Airlines. He went on to tell me that “cleanliness, distancing, and wellness actions for both employees and customers essentially eliminate the virus transmission risk.”

While these efforts have been effective, it’s vital that industry alignment efforts continue. A piecemeal approach runs the risk that useful information and insights won’t be shared across the industry. We should continue to collaborate on safety efforts to develop and communicate best practices for the entire sector, including air, hotel, ground, and so on.

We should work together to identify and respond collectively to manage the risk of virus transmission from hot-spot locations. Alerts could be managed and communicated via an industry-wide digital clearinghouse, which could also include processes for re-routing travel as necessary. The CDC’s new guidelines requiring testing for all international travelers arriving in the United States beginning in late January marks an example of the convergence of technology and clearly-defined processes that lays the foundation for the return of recurring business travel.  This development, along with the creation of “travel corridors” with expedited testing and operational procedures, should reduce or eliminate the need for pre- and post- travel quarantining. 

However, all travel risk isn’t health-related — customers are also concerned about losing money when flights, hotels, and events have to be canceled or delayed. Establishing and promoting industry-wide refund policies as well as offering affordable insurance options can provide much-needed security and assurance to nervous travelers.

Increased Standardization for Traveler Requirements

Creating consistent processes, requirements, and certifications for travelers will minimize consumer frustration, lowering a common barrier to reengaging with travel and contributing to our collective recovery. 

Accomplishing this requires a mix of government-led initiatives and transnational cooperation across the public and private spheres. Travel leaders should lobby legislative leaders for policies that incorporate a global perspective, including:

• A standardized list of requirements to qualify as a “safe global traveler,” familiarizing customers with restrictions and practices post-COVID.
• Internationally consistent testing and tracking procedures approved by relevant government agencies such as the CDC and WHO across the entire travel spectrum.
• Globally recognized “Trusted Traveler” health certification modeled after programs like Global Entry and TSA PreCheck to streamline the check-in and customs processes.

However, we should take care to avoid making these policies and requirements overly COVID-specific. Instead, they should be broad enough to anticipate and adapt to potential future challenges, which may vary significantly in nature.” 

Earning Trust and Rebuilding Confidence

The statistics are sobering: As of November 2020, fewer than 1 in 10 business travelers had made reservations for future trips. Ultimately, long-term recovery depends on consumer confidence. Safety is the foundation on which we’ll build it. As David points out, “When it comes to restoring traveler confidence in the months ahead, safety has and will always be paramount. If it isn’t safe there is no confidence.”

The steps I’ve described above will not be successful if we fail to tell customers what they are, why we’re taking them, and why they will consistently work. As the saying goes, information is power. Communication about success stories, progress on safety initiatives, and updates on conditions will go a long way towards renewing trust. 

Finally, strong industry-wide support for public health efforts related to the worldwide vaccination effort is a must. “Anything travel companies can do to support the communication, distribution, and processes to vaccinate populations, including their essential front-line workers, is critical,” David emphasizes. A growing number of companies are also educating travelers about vaccination options. Ensuring we in the industry play a large role in executing these plans “is the best path for restoring traveler confidence in 2021.”

Harnessing Technology’s Reach and Power

The greater availability of data, automation, and increased connectivity made possible by new technologies can support the massive task of revitalizing the industry. The digital availability and sharing of testing results is a critical component of this approach. Fast availability and access to results, integration with digital travel profiles (with privacy issues properly addressed), and analysis are essential.  This combination of activities will enhance traveler safety while also preventing the virus’s spread as domestic and international movement picks up again. 

Steps to Take in 2021 and Beyond

While it’s tempting to focus exclusively on short-term steps that can revitalize our industry, only a long-term, sustained effort will bring it back to where it was before. While the task may seem overwhelming, I’m quite hopeful that the “snapback” may happen quickly once travelers and companies feel safe. The pent-up demand is apparent in almost every vertical market.

Moreover, the work we do in these days of crisis will bring the additional benefit of preparing us for future public health crises, both in terms of prevention and response. And thankfully, with vaccine disbursement underway, we can see an end to this crisis. It’s vital that we continue working together to drive recovery in the travel industry. 

For his part, David agrees: “Globally, we have moved from much uncertainty to a clearer end-line, and we must all work together to get through this final brutal surge before we break the back of COVID-19.”

This crisis has highlighted how essential international business activity is to the travel industry. Long-term recovery and economic growth depend upon our sector—and I am dedicated to making sure HRS plays our part.