Entry case No. 1: Chimelong Happy Halloween Integrated Marketing Campaign

　　Entry case No. 2: The Airbnb Fun in 48 Hours

　　Entry case No. 3: The Simple Tour & Modern Sky Co-branding Campaign 

　　Entry case No. 4: A Trip of British Style by Ctrip

　　Entry case No. 5: Atour 321 Lifestyle Festival

　　Entry case No. 6: The Best Summer Vacation Homework by Mafengwo.com & Singapore Tourism Board

　　Entry case No. 1: iFLYTEK Translator 3.0

　　Entry case No. 2: Splitty

　　Entry case No. 3: The Robins 

　　Entry case No. 4: iMap Tourist Attraction Guiding System

　　Entry case No. 5: Aiello SPOT

Digital innovation driven by the rapid development of modern information technology is transforming all industries and powering growth in the online and offline economy. How should travel companies ride the momentum of digital innovation and stay innovation-driven? How should they intensify the integration of internal and external innovations to capitalize on investment opportunities in the digital economy era?  

Tongcheng eLong is thriving after listing on the Hong Kong Stock Exchange. By leveraging WeChat mini programs and artificial intelligence, it stands out among OTAs with substantial traffic flow and user volume.

What is the business logic behind Tongcheng eLong’s shift from B2B to B2C and become the most used WeChat mini program? As a travel startup, how to select the right track and the right competitors? How to develop the right value system for employees to nurture human resources? What are the trends that will impact on the travel industry? 

After 3 years of building the 'Augmented Hospitality' ecosystem through organic & external growth, it is now time for Accor to bring it to life.

This promise called 'All' (Accor Live Limitless) brings together the worlds of loyalty, partnerships, brands & digital, to completely rethink the existing approach of customer engagement in hospitality.

Fliggy, as the travel offshoot of Alibaba’s extensive ecosystem, plays an important role in Alibaba’s globalization strategies through delivering “Global Fun”. Despite having the formidable backing of the Alibaba group, Fliggy is still facing competition from aggressive rivals like Baidu-backed Ctrip and Tencent-invested Meituan and Tongcheng-Elong. 

How should Fliggy leverage Alibaba’s sprawling network and find a unique way to globalization and localization to facilitate the development of its partner businesses? 

Technology has always been critical to developing global travel, increasing scale and access. While technology is giving people ever more ideas, options and control over their journey, it has put travel companies in the eye of the perfect storm, as technology has accelerated the winds of change in content, competition, consumer channels and connectivity.

Amadeus has developed technology in partnership with the travel industry for over 30 years. With a deep understanding of how people travel with the ability to design and deliver the most complex, trusted, critical systems our customers need, Amadeus will give insights into global trends that are bringing massive change to travel and how Chinese companies can ride these winds of change to break through the storm.

This session explores the notable changes in the travel behavior of global consumers in the past 30, 15 and 5 years – specifically changes brought about by scientific and technological progress. The speakers will also talk about the challenges and opportunities for travel companies in China. For example, Booking.com has developed a differentiated marketing promotion model including co-branding with Spring Airlines, mobile application pre-installation and offline advertising. In the meantime, luxury products and services are being redefined, the middle class is on the rise and there is a demand for lower-level consumption in a wider area.

The macroeconomic climate has changed the market for accommodation industry. What trends and factors should the sector expect? How to tackle the challenges emerging in a rapidly changing environment? 

Meituan further consolidate its business streams to offer a comprehensive range of lifestyle experiences in local settings and overseas travel, under the leadership of its enhanced organizational structure. Meituan is a disruptor in the hospitality industry. What will it do to tap the potential market in the next stage of the Internet development, to empower its products and technology? How should Meituan, with its dominant role in attraction ticket booking, support the traditional industry and solve its key issues?  

Big data and artificial intelligence will have massive applications in the upcoming 5G era. For the travel and transportation sectors, what kind of mobility will it create if we combine big data and AI? And how will these applications improve service efficiency and deliver a better user experience? 

Ctrip has cemented its leadership in the OTA sector, at least for a while longer, with its edge as a pioneer in the market and the volume of users and resources it has amassed. What are the challenges and game-changing opportunities for Ctrip to tap the Internet economy further? 

Looking ahead, the third- and fourth-tier cities present high potential consumer markets, and the younger generations will become the ones with the most promising spending power. Meituan, in particular, is gaining momentum in acquiring new-generation customers from lower-tier cities. Given the disparity between high customer acquisition cost and low commission income, how would Ctrip tackle the difficulties in acquiring users from lower-tier cities? 

As the industry faces an economic slowdown, what Ctrip as an industry leader has perceived and discerned about consumer demand and new growth opportunities that may affect the future trends of tourism?

The journey to becoming a digital organization enables organizations to fundamentally transform the way people work together to deliver excellent customer experiences and ultimately higher business performance. This session will share technologies such as AI, Blockchain, Quantum, Mobile and others and the impact they will have in travel and tourism.

The business travel sector is undergoing tremendous changes with uncertainties ahead. Though travel demand is maintaining, companies are tightening their grip on travel budget, which is the second largest corporate expenses. On the other hand, TMCs are facing serious service challenges – how to make the booking process simpler and more efficient, how to help corporate managers keep track of every dollar spent, and how to enhance the personalized experience for employees?

What strategies will TMCs adopt to deliver true values for corporate customers? Will mobile technology, customization, sharing economy, new booking solutions and online payment affect the evolution of business travel? 

BTG Homeinns Hotels has a sizeable customer base and has been creating more value in the accommodation space. How should BTG Homeinns Hotels consolidate what it has achieved and go for the next frontier through brand differentiation, product innovation and experience optimization?

Luxury hotels in China are facing changing demand profiles – luxury travel is softening, yet the spending at second-tier or lower-tier cities is scaling up, boosting demand for higher-end hotels. How can luxury hotels track consumer demand insights and plug gaps in their segmented offerings? 

Hilton is at the forefront of using smart technology to deliver digital and mobile innovation to improve user experience. What can be learnt from this experience?

The consumer profile for luxury hotels has been evolving. In the face of challenges such as manpower shortage and copycats in the changing ecosystem, how are international hotel management groups maintaining or reshaping their positioning? How are they building effective operation and management models to stand in the market calling for diversified brands?

Hotels have expanded their marketing channels to WeChat H5, short videos and KOLs beyond OTAs, metasearch engines, mobile applications. Knowing how to woo new-generation consumers through new media and technology is the key to improve returns on marketing efforts.

Dossen International Group was ranked the 14th in the "2018 Top 325 Global Hotel Groups" ranking published recently by the HOTELS magazine. Dossen has achieved a breakthrough in building 15 hospitality brands since its establishment in 2006. However, have the Chinese hotel groups transformed themselves to be more successful than their international counterparts? The competition in hospitality is increasingly intensified with the rise of trendy and lifestyle hotel brands along with the existing budget and midscale hotels. What theory and methods will Dossen adopt to provide better user experience? What are the opportunities for Dossen to grow further in the hospitality industry? 

The development of digitization, mobility and intelligence bring new opportunity to hospitality industry. How to make use of technology to empower hotel and acquire more private traffic to get high revenue?

The hotels that lack long-term strategic planning are adopting a piece-meal approach in the use of technology devices, but such systems are not effectively used to achieve the desired results. As the economic climate changes, hotels are not investing enough in product upgrade and new technology to generate revenue growth or improve user experience. When introducing new technologies, hotels should consider whether the technologies can enhance personalized interaction with customers, and help employees create better experiences for customers.

Bill Gates once said that we always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next 10. Hoteliers need to keep tab of industry trends and make them work for them. How has the accommodation industry been affected by new technologies such as mobile Internet, IoT, big data, cloud computing, artificial intelligence and blockchain? What technology trends will emerge for the next five years or more? 

Revenue management driven by data, machine learning and artificial intelligence has shifted from applying for independent hotel to hotel groups. How to establish a revenue management solution for hotel groups and improve their performance? From talent management to process optimization, what are the successful revenue management cases for hotel groups and what can we learn from them? What are the trends of hotel group revenue optimization in the future?

The expansion of the home-sharing industry has been unruly in the past few years and it has been a game of burning money. More than half of the short-stay rental companies in the sector reported slower income growth than GDP growth and sharp drops in average occupancy rate year-on-year. 

The Chinese government issued specifications for the shared accommodation sector last year. On the other hand, OTAs and hotel groups are encroaching on the alternative accommodation sector. How would short-stay rental companies respond? As a product of the millennial era, shared homes tend to be personalized and technologically smart. What will the home sharing sector be like in the future?

What is soft brand compared to the concept of franchising? Is it a packaging concept or a real solution to meet the needs of individual hotels? What do independent hotels really need – branded distribution channels, marketing plans, sales support, operating systems, inventory and reservation management systems, revenue management, loyalty plans or others? What should “soft brand” players do to get down to real business and meet the genuine needs of independent hotels? 

The relatively low threshold for establishing soft brands helps hotel chains attract more franchisees and expand economies of scale. But considering the loose structure of independent hotel collaborative models, how should hotel chains balance the negative brand effects caused by enlarged scale and lower quality control for brands?

In the third quarter of 2018, the profitability of the civil aviation industry as a whole had declined, but Spring Airlines bucked the trend, driven by the carrier’s acquisition of a 1.63%  stake in China Southern Airlines. It is one of China’s best-known low-cost carriers (LCC) on social media, an antithesis to its low-profile and hard-at-work corporate style.

The transportation business is going through huge changes in terms of flight schedules competition, cross investment between airline alliance members and among different airlines, as well as striking a balance between core business and ancillary services. What does Spring Airlines see for the future development of LCCs in China's civil aviation industry from these three aspects? What is the carrier’s strategy in the LCC partnership with China Southern? What is Spring’s next step in expanding its global presence? 

Digital has matured - from playground to sales powerhouse. What does this mean? 

One step at the time: How KLM deals with big problems regarding the travel industry, with one sprint at the time.

Taking the buzzwords out of personalization: how KLM removes irrelevant words and steps and creates a human-like dialogue throughout your trip.

How KLM combines the best of technology and the best of human power throughout the journey: from inflight staff to social media service. 

Integration in the international markets: How KLM responds to the needs of the Chinese market with WeChat.

Airlines have introduced a range of new initiatives, such as all-channel ticket changes and refunds, paperless boarding, 100% online seat reservation, to improve customer experience and be proactive in adding value for users. At the same time, airlines will have more opportunities and challenges in developing service differentiation and user awareness.

Upgraded services offered by airlines push the evolution of distribution channels and stimulate service innovation on all channels. As services are upgraded and the competitive landscape changes, it is topical to explore who can stay on trend and win customers with products and service. 

The increased demand to fly creates more new routes. In the digital age, passengers have more extensive access to information throughout the decision-making cycle.Traditional digital marketing channels face more competition and challenges.Google signals powered by machine learning help you to reach those who are your best potential customers. Influencing customers who have not made decisions in advance will greatly improve marketing efficiency.

The speed of innovation in Travel & Mobility Tech is accelerating. Globally more than 2,500 start-ups are working on the digitization of travel. Established players like airlines are thus increasingly competing with new, agile players. Gleb Tritus will share insight on the most relevant trends and will explain how Lufthansa is growing its footprint in the tech ecosystem to participate in groundbreaking technological developments at an early stage.

Data warehouse, business intelligence, big data, artificial intelligence… Airlines have applied a range of technologies in different areas of business. Are these technologies extracting the maximum value behind data to address problems in data management, marketing augmentation and decision support?

Many airlines have been actively exploring how to transform their retail in the past few years. Many special add-on products such as points monetization have appeared on the market. Airlines have increased the proportion of direct booking, taking advantage of the huge traffic and marketing capabilities through cooperation with channel partners. Retail agents are using service robots to reduce costs and improve efficiency.

In addition, the airlines with sharper retail awareness are offering dynamic product recommendations by applying market segmentation and customer profiling. They have also provided packaged products combined with third-party offerings and their own inventory to increase revenues.

What will airlines in the new retail era be like? What is the trend of aviation retailing? Travel retail will be more and more personalized. How will airlines effectively utilize technologies such as big data and artificial intelligence to get more valuable retail insight?

Sharing the insights on the objectives of airlines digital transformation, analyze the key opportunities emerged for revenue improvement and cost efficiency, identify the key approach and implication on airlines organization.

How to provide customers with a securer payment solution in higher efficiency and convenience becomes a significant issue to be addressed by many airline companies currently. 

Opportunities and challenges for airline payment solution provider have changed profoundly in digital economy era. What will airline payment sector expect in the future? How to address the user needs through business innovation and technology upgrade? What can we learn from YEEPAY’s strategy and experience?  

Frequent flyer programs are less attractive as there is a new generation of passengers, the cost of traditional point redemption mechanism is high and travelers have personalized needs for redemption. 

How can airlines make use of big data to accurately identify travelers’ needs and improve customer loyalty? How to expand redemption programs through cross-sector collaboration and tailor loyalty programs to fit younger generations’ daily life?