Jason Guggenheim
Managing Director & Senior Partner, Travel & Tourism Global Leader
Atlanta
Jason Guggenheim is a member of Boston Consulting Group’s Consumer, Marketing, Sales & Pricing, and Strategy practices. He leads BCG's global work in travel and tourism, and lodging and leisure. He is an expert with BCG TURN, which helps clients deliver rapid, visible performance improvements in the short term while strengthening their organizations and positioning them to win in the future.
At BCG, Jason has worked with numerous lodging clients around the world on a wide range of issues, including organizational development and design, global hotel strategy, technology and digital strategies, and optimization of loyalty programs.
Jason has also helped build the online distribution portfolio for a major airline and led the comprehensive turnaround, merger, and relaunch of a large carrier. He has helped set up an initial public offering for an online travel company, and aided development of long-term strategies and operational improvements for multiple airlines.
Jason has extensive experience in the cruise industry, where he has assisted clients in generating new pricing, merchandizing, and promotional strategies; redesigning their loyalty programs; and implementing rapid revenue-enhancement initiatives.
Jason first joined BCG in 2001, after practicing as an attorney for three years in Johannesburg, South Africa. In 2002, he worked in strategy and corporate development at Delta Air Lines, engaging closely with the CFO and executive team. In 2004, Jason joined a team that took on the restructuring of bankrupt energy provider Mirant Corporation. He returned to BCG in 2007.
COVID-19 has hit the travel and tourism industry hard, but consumers’ pent-up desire for leisure travel is powerful and promises better days ahead.
A data-driven, action-oriented, and digitally supported approach will help airlines emerge stronger from the pandemic crisis.
Even as they’re fighting for their lives, they must look to the future by developing scenarios, seizing opportunities, and preparing for a new normal.
KLM is using state-of-the-art technology to solve one of the industry’s thorniest dilemmas: dealing with operational tradeoffs.
In a dynamic market with proliferating travel choices, companies must focus less on what they’re trying to sell and more on what customers hope to buy.
Travel companies that fail to innovate will be reduced to commodity providers of hotel rooms and airplane seats.
Travel companies are rich in data and confront complexity daily—characteristics that play to AI’s strengths. But for AI to succeed, companies must do more than experiment.
Among travel and tourism companies, airlines have dominated over the past five years in terms of value creation, thanks to restructuring efforts, scale efficiencies, and consolidation.
With the wealth of consumer data at their disposal, airlines have an enormous opportunity to build deep customer loyalty rooted in a personalized experience.
Innovation is restructuring the travel industry. In response, providers need to develop new capabilities and learn to work with intermediaries, competitors, and new entrants.
