With consumer expectations constantly shifting and the rise of sustainable practices, travel marketing is no longer just about selling destinations — relevance, responsiveness and a deep understanding of diverse markets are now necessary.

And who better to unpack this than someone with nearly 30 years in the industry? I am, of course, referring to none other than Kelly Jackson, the Managing Director  of The Travel Corporation (TTC) South Africa.

Jackson began her career as a travel agent and has since built an impressive path through the marketing and leadership ranks of TTC. Today she oversees strategic operations across Europe, the Middle East and Africa with a keen eye for growth, consumer connection and brand trust.

In this Q&A, she shares her perspective on the marketing forces shaping the travel industry today — from how brands can build loyalty in a value-driven economy, to the importance of local context and what marketers should keep in mind when navigating consumer expectations in a fast-changing world. 

 

What role does local insight play when shaping marketing and sales strategies in different regions?

Local insight is absolutely critical. While The Travel Corporation (TTC) is a global business, we're only truly successful when we think locally and act with cultural intelligence. Each market has unique travel behaviours, seasonal booking windows and distinct sales channels. 

In South Africa, for example, we know the power of community, the trust placed in travel agents, and the importance of affordability without compromising on quality. 

Our marketing strategies are shaped by listening to the region, whether through agent feedback, consumer surveys, or in-market performance and tailoring our message accordingly. 

It's not about one-size-fits-all; it's about relevance and resonance.

What travel and tourism trends are currently shaping consumer behaviour in South Africa?

Globally we're seeing strong interest in experiential travel and South African travellers are not different. We want to go beyond the tourist trail and connect with local culture, food, and history. 

Sustainability and purpose-led travel are growing, especially among younger travellers who want their journeys to make a positive impact. There's also increasing demand for flexible booking options, value-added inclusions and multi-generational travel. 

Importantly, affordability and payment terms continue to influence decision-making, especially in a tough economy.

What role does data play in informing TTC's customer experience and marketing campaigns?

Data is at the heart of everything we do. 

From customer feedback and Net Promoter Scores to booking patterns and digital engagement, we use data to shape the full customer journey from dreaming and planning to post-trip reflection. It helps us identify trends, refine our product offerings, and ensure our marketing is hyper-targeted and relevant. 

It also allows us to test, learn and optimise quickly, especially in this fast-changing world.

What innovations in travel tech have you found most promising in improving customer experience or operational efficiency?

Artificial intelligence (AI) is having a profound impact across the travel industry, and its potential excites me most. At TTC, we're exploring how AI can enhance everything from customer service to help us analyse booking trends and consumer behaviour more accurately, allowing us to anticipate demand and make smarter commercial decisions. 

For customer experience, AI-driven chatbots and support tools are streamlining communication and offering instant, personalised assistance, which is especially useful in a Contact Centre environment.

Travel agents still remain a critical link in the tourism chain — how do you see their role evolving in the next five years?

Travel agents are not going anywhere in my personal opinion, their role is evolving into that of trusted travel advisors and experience curators. As travel becomes more complex, agents are more valuable than ever in guiding clients, especially when it comes to complex trips or itineraries. 

I believe we'll see a rise in niche expertise, with agents specialising in specific regions, styles of travel, or customer demographics. Their ability to build trust and provide reassurance in uncertain times makes them irreplaceable.

How does the South African travel market compare to other regions that TTC operates in?

In South Africa, unlike some larger markets where digital dominates, face-to-face engagement and personal trust remain key drivers. 

South African travellers are adventurous and globally minded, but they're also price-sensitive, which means we have to offer real value. Compared to regions like the UK or North America, our market rebounds more slowly from global shocks, but once momentum builds, it's powerful. 

It's a market with enormous potential when approached with authenticity and long-term investment.

How important is sustainable travel in TTC's current operations, and how is it influencing decision-making at a strategic level?

Sustainability isn't a nice-to-have, it's a must-have. At TTC, we've embedded sustainability into the core of our business through our ‘How We Tread Right' strategy. Every decision, from product development to supply chain, considers people, planet and wildlife. 

We're measuring our carbon footprint, investing in verified carbon projects, supporting community-based tourism and eliminating single-use plastics across our trips. It's influencing how we train our teams, how we select our partners and how we innovate for the future. 

Our goal is to make travel a force for good, consistently and transparently.

In a crowded market, what does brand trust look like and how do you measure it?

Brand trust is built on consistency, integrity and delivering on promises — especially in travel where emotions and money are equally invested.

For TTC, trust is measured not just in repeat bookings, but in referrals, agent loyalty, and the strength of our reputation over decades. 

We measure it through customer satisfaction scores, feedback and our long-standing partnerships. Trust also comes from transparency, whether it's around sustainability efforts, flexible policies, or customer service.

What advice would you give someone looking to enter the travel industry, especially in leadership or strategic roles?

First, be curious. The industry is constantly evolving, and leaders need to be agile, open to change and willing to learn.

Second, build relationships as they're everything in travel. Whether you're working with suppliers, agents, or internal teams, people will always be your greatest asset.

Third, know your customer. Immerse yourself in different markets, understand the nuances, and always lead with empathy.

 Lastly, never underestimate the power of purpose. Travel is a privilege and those of us who work in the industry have a responsibility to make it meaningful and sustainable.

 

Did you find this Q&A insightful? Let us know in the comments section below.

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Want more marketing insights from thought leaders in the industry? Read Marketing With Meaning: A Q&A With Vaughan Croeser.

*Image courtesy of Contributor and  Canva