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Enterprise AI is not a model problem. It is an execution challenge: turning technology into products people use, measurable business value and responsible transformation.
My work at Club Med focuses on exactly this. Here I’ll share what scaling AI in travel really takes.
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1/10 Customer loyalty began as a physical value exchange.
In the late 19th century, trading stamps rewarded repeat purchases with goods. Loyalty was simple: spend, collect, redeem. The customer was a booklet—not a data profile.
Further reading: smithsonianmag.com/history/c…
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9/10 Agentic AI may change who chooses.
Customers’ agents will compare price, benefits, status and service—and may book or switch automatically. Brands must earn loyalty from both the human and the algorithm acting for them.
Further reading: emerald.com/ijchm/article/37…
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10/10 The future is not more points. It is intelligent reciprocity.
Customers share data and trust; brands return recognition, relevance and care. AI can scale this—but transparency, permission and human accountability must sustain it.
Further reading: salesforce.com/products/reso…
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1/10 Travel was one of the first industries to digitise at scale.
In the 1960s, American Airlines and IBM’s SABRE turned seat inventory into real-time computing. Travel tech began as an operational system—not a consumer app.
Further reading: ibm.com/history/sabre
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9/10 The next shift is from answers to action.
Agentic AI will compare, assemble, book, rebook and recover trips across providers. The hard part is not reasoning alone—it is permissions, payments, live inventory and accountability.
Further reading: mckinsey.com/industries/trav…
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10/10 The winners will not simply have the best model.
They will combine proprietary data, connected inventory, trusted brands, responsible AI—and turn pilots into adopted products.
Travel’s future is personal, anticipatory and human.
Further reading: researchhub.wttc.org/product…
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