Managing Director & Senior Partner
Pranay Jhunjhunwala leads Boston Consulting Group's Consumer practice in Western Europe and South America and BCG's Marketing, Sales & Pricing practice in the UK. He also leads BCG's work with airlines globally.
Since joining BCG in 2003, Pranay’s client work has focused heavily on the travel and tourism sector, including airlines, hotels, cruise lines, and travel distribution. He has authored reports on Millennials’ attitudes in travel and tourism and on the impact of mobile technology in the travel sector.
Before joining BCG, Pranay worked at Deutsche Bank.
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.
Big changes loom for air carriers, including the need for more personalized service and increased sustainability. Here’s how industry leaders should respond.
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.
BCG’s holistic, end-to-end approach to pricing and revenue management is a roadmap for travel and tourism companies to increase revenue by up to 10%.
Airlines that master operational tradeoffs can improve efficiency while enhancing the passenger experience. The results will stand out to customers, employees, and investors alike.
For airlines, the rewards of improving OTP—financial, operational, cultural, and reputational—more than outweigh the time and resources that companies need to commit.
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.
Airlines lose a big opportunity when they focus on headcount, wages, and benefits to control costs. Instead, by increasing the productivity of the pilots and flight attendants who work every flight, they can improve efficiency and customer service—while reducing labor costs as well.