Outbound travel is shaped by multiple factors, including income, awareness, and category affinity. One factor dominates the data: the absence of friction. Friction includes barriers that make travel harder, slower, or more complicated. When friction is low, travelers are more likely to choose destinations and complete trips. The focus shifts away from brand marketing toward practical conditions that enable travel. The question becomes what to do after a tourism brand no longer solves the original strategic problem. The answer centers on removing obstacles that prevent travel decisions and execution.
"Some were obvious and appear in every strategy deck, like income, awareness, and category affinity. But there was one factor in his data that dwarfed everything else: the absence of friction."
"The piece generated more response than anything I've published this year, and the most common reaction from tourism leaders was some version of: "Okay, if the brand is dead, what do we do now?" This column is my answer, and it has almost nothing to do with marketing."
"I wrote a column last month arguing that Incredible India, the tourism brand Amitabh Kant created in 2002, had run its course: India has outgrown the strategic problem the brand was built to solve, which was convincing outsiders the country was worth the trouble."
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