Managing Director & Senior Partner, Travel & Tourism Global Leader
Jason Guggenheim is the regional practice area lead for Boston Consulting Group’s newly formed Travel, Transportation, Infrastructure, Cities & Logistics practice. He has led the firm’s travel and tourism business since the start of 2020, helping grow that business by 50%. He has extensive experience in most areas of travel, including cruise lines, hotels, airlines, car rental and travel technology (data, distribution, hotel systems). Jason is an expert with BCG TURN, as well as a core member of the Marketing, Sales & Pricing and Consumer practices.
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.
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Our survey shows that leaders have an opportunity to solve the industry’s labor challenges by accommodating changing worker priorities.
In this episode of "The So What from BCG," Jason Guggenheim, BCG’s global leader of travel and tourism, explains how companies can sharpen their ability to sense shifts in demand.
For airlines, the whiplash could continue.
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.