Badania rynku technologii podróżniczych

Travel Technology is the use of IT in the travel, tourism, and hospitality industry.

It also includes virtual tourism in the form of virtual tour technologies. Many travel technology companies have grown up to create better experiences for travelers. Examples include Expedia, Orbitz, and TripAdvisor. Software providers are also developing technology to book flights and hotels online.

Travel Technology Market Research: How Leading Firms Capture the Next Wave of Growth

Travel technology market research has shifted from descriptive reporting to decision-grade intelligence that shapes platform roadmaps, distribution strategy, and capital allocation. The buyers commissioning this work are no longer marketing teams. They are product leaders, corporate development heads, and revenue chiefs at airlines, hotel groups, GDS operators, OTAs, and the SaaS vendors selling into them.

The category has matured because the stack has matured. NDC adoption, attribute-based shopping, AI-driven dynamic packaging, and embedded payment rails have created a multi-layered competitive environment where the winners are identified by usage telemetry and qualitative depth, not survey volume. Travel technology market research now sits at the intersection of product strategy and competitive intelligence.

Why Travel Technology Market Research Has Become a Board-Level Input

Three forces have moved this work from operational to strategic. First, distribution economics are being rewritten. NDC, offer and order management systems, and direct-connect APIs have shifted margin between airlines, GDSs, and TMCs. Boards want primary evidence on where the value is settling.

Second, corporate travel programs are demanding measurable outcomes. SIS International Research has observed that travel managers at multinational buyers increasingly evaluate booking platforms on attachment rate, policy compliance, and duty-of-care telemetry rather than headline transaction fees. That changes which features matter and which vendors win renewal.

Third, the AI agent layer is real. Conversational booking, itinerary co-pilots, and disruption-recovery agents from players like Navan, TripActions infrastructure, Booking.com’s AI Trip Planner, and Expedia’s Romie are reshaping the search-to-book funnel. Product teams need win/loss analysis and usage-based pricing benchmarks before they commit to architecture.

The Methodologies That Produce Decision-Grade Intelligence

Generic market sizing reports do not answer the questions a Fortune 500 product or M&A team is asking. The work that does combines four methods.

B2B expert interviews with travel agents, TMC procurement leads, hotel revenue managers, and airline distribution heads. These surface the actual decision criteria: shop response time, content parity between NDC and EDIFACT, rate accuracy, and chargeback exposure.

Voice of the Customer programs segmented by performance tier. In a VOC engagement SIS International conducted for a global hotel booking platform, segmenting travel agents into Overperformers and Underperformers by attachment rate revealed that the determining variable was not loyalty or training but confidence in pricing and availability accuracy at the moment of quote. That insight redirected the client’s roadmap from marketing spend to inventory integrity.

Competitive intelligence audits covering GDS, OTA, metasearch, NDC aggregators, and AI booking agents. Feature parity matrices, pricing teardowns, and partnership mapping across players such as Sabre, Amadeus, Travelport, Hopper, Duffel, Spotnana, and Navan.

Quantitative usage analytics tied to net revenue retention, customer acquisition cost payback, and channel mix. Travel SaaS lives or dies on these numbers, and they have to be benchmarked against vertical-specific peers, not generic B2B SaaS.

Where the Growth Is Concentrating

Corporate travel, fragmented hotel distribution, and AI-mediated leisure search are the three pools attracting capital. Each demands a different research lens.

Source: SIS International Research

Asia Pacific deserves separate treatment. The region’s travel technology stack is not a lagging version of the Western one. Super-app integration through Trip.com, Traveloka, Klook, and Grab has produced booking patterns that do not exist in North America or Europe. SIS International’s technology research across China, Japan, South Korea, and India indicates that mobile-first attribute shopping and embedded loyalty currencies have leapfrogged desktop-era OTA design, and Western platforms entering these markets without primary research consistently misread the conversion funnel.

What Separates Useful Research from Expensive Reading

The conventional approach to travel technology market research delivers a sized market, a vendor landscape, and a trends chapter. It reads well and changes nothing. The better alternative answers a specific decision: build, buy, partner, or exit.

The best work follows three principles. It interviews the people who actually authorize spend, not the people who fill out panels. It benchmarks product telemetry, not stated preference. It separates signal from noise by triangulating qualitative depth with usage data and competitive teardown.

An M&A team evaluating a NDC aggregator does not need a market map. They need to know whether the target’s airline content will hold under direct-connect pressure from Duffel and Kyte, what the switching cost is for the top twenty TMCs on the platform, and whether the engineering team can ship offer-and-order management within a credible window. That is research, not reporting.

The SIS Travel Technology Intelligence Framework

Four lenses applied in sequence produce decision-grade output:

Demand-side depth. Structured interviews with travel managers, agents, and end travelers segmented by performance and program size. The objective is decision criteria, not satisfaction scores.

Supply-side teardown. Feature, pricing, content, and partnership audit of named competitors. Output is a parity matrix and a roadmap gap analysis.

Channel economics. Net revenue retention, attachment rate, and CAC payback benchmarked against vertical SaaS peers and against the client’s internal cohort data.

Forward signal. AI agent capability mapping, regulatory tracking on data portability and DMA-style obligations, and partnership intelligence on payment, identity, and loyalty rails.

What VP-Level Buyers Should Expect from a Research Partner

The deliverable should answer a decision the executive sponsor named in the kickoff. Sample sizes should be defended by who was interviewed, not how many. Competitive references should be specific. Recommendations should be ranked by reversibility and capital required.

Travel technology market research that meets this bar typically pays for itself in one avoided mistake: a platform investment redirected, an acquisition repriced, a market entry resequenced, or a feature roadmap reordered around what agents and travel managers actually value.

Key Questions

The product, corporate development, and revenue questions facing travel technology leaders are answerable. They require primary evidence from the buyers, agents, and operators inside the value chain, combined with disciplined competitive intelligence. That is the work.

O firmie SIS International

SIS Międzynarodowy oferuje badania ilościowe, jakościowe i strategiczne. Dostarczamy dane, narzędzia, strategie, raporty i spostrzeżenia do podejmowania decyzji. Prowadzimy również wywiady, ankiety, grupy fokusowe i inne metody i podejścia do badań rynku. Skontaktuj się z nami dla Twojego kolejnego projektu badania rynku.