The travel industry has gone through some testing times over the last decade. Major challenges such as the growth of the Internet, global recession and terrorism, have all caused travel agents, OTAs (on-line travel agencies) and operators to re-access the direction and processes within their businesses.

It is predicted that by 2025, Britain?s travel industry will be worth more than ?257billion, supporting 3.8 million jobs and 11% of the population. But the sector is also vastly competitive ? so competitive in fact, that 2013 saw the number of travel companies going into administration increase by 36%.

Alongside reasonable rates and availability, the trick to harnessing strong relations with guests is down to an engaging brand experience. This is essential to a hotel?s operation. After all, great service is all about anticipating guest needs and responding to these requests immediately and promptly; great service generates repeat custom.

As the country packs its bags and forms an orderly queue in crowded departure zones, the plethora of smartphones, tablets and laptops being carried and clutched highlights a deep need to spend the next week or two keeping in touch with home and the office just as if we were still there. 

The contact centre of 2014 is already almost unrecognisable from the call centre of 1984, 1994, even 2004. It is hard to think of a sector which has been through more change. Yet within the next few years we will witness another revolution in the contact centre world.

Increasingly, companies are taking advantage of information on the behaviour of potential travellers to predict future behaviour, and to use these predictions to deliver better travel experiences for their customers.