In recent years, digital transformation in travel agencies has been focused on solving an obvious problem: internal fragmentation. Systems that did not communicate, dispersed information and manual processes that generated errors and rework. In this context, moving towards tools to centralize the operation, such as travel agency software, was – and still is – a necessary step to professionalize management.
However, as this process begins to take hold in some companies, a new boundary emerges. The operation may be ordered inward, but the journey continues to be built among multiple actors who are not necessarily connected to each other.
And that’s where the conversation changes.
Natural evolution: from internal order to intercompany connection
Tourism is, by definition, a collaborative industry. A single trip may involve an outbound agency, an operator, a DMC, accommodation, activity and transportation providers. Each plays a specific role within a value chain that, from the traveler’s perspective, should be perceived as a unique experience.
In practice, however, such coordination still relies heavily on manual processes, constant validations and multiple points of friction. Even when each actor has its own systems, the lack of connection between them forces the operation to be reconstructed at each interaction.
This reveals an important reality: having solved the internal integration does not guarantee a smooth operation at the industry level. The next step is not to incorporate more tools, but to ensure that existing tools can interact with each other efficiently.
Interoperability: much more than integrating systems
Interoperability in tourism represents that higher level of evolution. It is not simply a matter of having more complete systems, but of allowing different platforms – belonging to different companies – to communicate, share information and coordinate processes without friction.
Unlike traditional integration, which focuses on ordering what happens inside an organization, interoperability extends that logic outward. It allows the operation not to stop at the boundaries of the enterprise, but to continue along the entire value chain.
For this to be possible, there is an inevitable starting point: the need to work on common standards. Speaking the same language in terms of data, structures and processes is the foundation on which any connected ecosystem can be built. Without such agreement, integrations tend to be partial, costly or difficult to scale.
What is already happening: the example of B2B models and marketplaces
This operating model is not a future projection, but a reality that can already be observed in different areas of tourism. B2B platforms, marketplaces and integrations with bedbanks function, in essence, as environments where multiple suppliers come together to offer a unified experience. From the user’s point of view, access to the offer is simple and coherent. However, behind this interface, different actors operate, sharing inventory, availability and conditions under a common logic.
The interesting thing about these models is not only the aggregation of products, but the way in which they manage to structure the interaction between suppliers. The technology allows services from different companies to be integrated into the same experience without the user perceiving the complexity behind it.
This type of operation sets a clear direction for the rest of the industry. Interoperability is no longer a technical concept but the basis on which to build more complex and better coordinated experiences.
The traveler as a driver of change
The push toward more connected models is not just about operational efficiency. It is directly linked to the evolution of traveler behavior. Today, the customer expects seamless experiences, where the transition between services is seamless and where information remains consistent across all touch points. This expectation does not arise exclusively from tourism, but from interaction with other industries where integration is already a standard.
Various studies by consulting firms such as McKinsey & Company highlight that personalization and fluidity in the experience have become determining factors in the purchase decision. In the travel industry, research by Phocuswright and Skift shows the growth of more complex trips that combine multiple services and require more sophisticated coordination between suppliers.
In this context, fragmentation ceases to be an internal problem and becomes a visible constraint for the customer.
When disconnection impacts the experience
The lack of interoperability often results in friction that directly affects the traveler. The need to validate information between different actors, delays in change management or inconsistency between services are symptoms of an operation that fails to be efficiently articulated.
On the other hand, when there is an adequate level of connection, the experience acquires continuity. Information flows in a coherent manner, changes can be managed with greater agility and the journey is perceived as an integrated process, regardless of the number of companies involved.
This change does not necessarily imply that the customer is aware of the technology that supports it, but it does have an impact on their perception of the service. Interoperability, in this sense, becomes a silent but determining factor in the quality of the experience.
Barriers that still hinder this evolution
Despite the clarity of the direction, the adoption of interoperable models faces specific obstacles. The existence of legacy systems that were not designed to integrate with others remains a major constraint, especially in more traditional technological structures.
Added to this is the lack of standardization, which makes it difficult to exchange information between platforms, and a cultural dimension that cannot be ignored. For years, the model was focused on individual management of the operation, which means that the move towards more collaborative schemes requires not only technology, but also a transformation in the way of working.
The role of technology in this new scenario
In this context, technology is no longer just an internal management tool, but a connecting infrastructure.
Platforms such as Toursys work on this basis, facilitating the organization of the operation, the standardization of information and the possibility of building a common logic that allows interaction with other actors in the ecosystem. This approach is not limited to integrating processes within the agency, but lays the groundwork for an operation that can scale towards more connected models.
The ability to integrate, to operate in real time and to adapt to different environments is no longer a technical differential but a necessary condition.
The next level of the tourism industry
Interoperability does not replace digitization, it continues it. It represents the next step in an evolution that starts with internal organization and moves towards inter-company connectivity.
As travel becomes more complex and customer expectations increase, the ability to articulate multiple services in a coherent manner is no longer a competitive advantage, but a requirement. In this new scenario, agencies that manage to move towards more connected models will not only optimize their operation, but will be better positioned to participate in a more dynamic, collaborative and aligned tourism ecosystem with the way travel experiences are consumed today.
