Our society is made of rankings

“Five stars”. “Recommended”. “Best hidden gem”. In today’s digital age, we tend to rank everything and refer to these ranks multiple times a day. From restaurants to gadgets, we are constantly bombarded with lists and reviews that claim to identify “the best”. I am no stranger to it, and while travelling, I often find myself searching for the best places to take photos, eat, etc. Ultimately, no matter how specific the search, I can be sure to find a large set of lists, all assuring me that they know exactly which one will suit me best. This phenomenon has created a self-enforcing loop of always wanting to select the best option available, whether it is for personal or professional use.

As a consultant in the airline retailing industry, I am frequently asked questions like “what is the best solution?”, “what is the best company?” or “what is the best approach?”. While these seem like straightforward questions, the reality is far more complex. The definition of “the best” varies significantly depending on the client’s unique needs, goals and circumstances. What works perfectly for one client might not be suitable for another, making it impossible to pinpoint a one-size-fits-all answer.

For instance, we have been looking at potential solutions for payment orchestration for airlines. One could think that the best Payment Orchestration Provider (POP) would be the one that supports the largest set of payment methods across the world, along with related features like fraud screening. However, looking at the actual markets where the airline operates made it clear that the relevance of some of those payment methods were entirely irrelevant. In other words, if your main markets are the US and Europe, you probably do not care about payment methods specific to Asia (and vice-versa).

The ”it depends” problem

So, how can we tackle this tricky question of “the best” and come up with a better answer than the laconic (and quite unhelpful) “it depends”?

In our view, the first step, before even looking at potential solutions to the question, is to properly define what “the best” truly means. To navigate this complexity, we can focus on three main criteria: cost, features, and timing.

1. Features: This criteria is often the first one that comes to mind when defining “the best”. The more feature-complete a product is and the more capabilities a solution brings to the table, the easier it is to get a clear definition of “best in class”. As a result, such a consideration is the most common approach to start contemplating a particular solution or product. But as indicated above, these features then need to be evaluated for their relevance and criticality. Therefore, listing these features is one thing, but prioritising them is even more important.
2. Cost: This is often the most important concern for airlines, and is usually in direct opposition to the “features-complete” argument. In short, the best option must fit within the budget constraints while still delivering value. Defining costs when evaluating approaches may be tricky, as it requires a thorough understanding of not only the implementation and operation costs, but also the potential reduction in costs due to the new solutions being implemented.
3. Timing/Quality: Lastly, the airline needs to clarify where it stands on the “time versus quality” scale. In the fast-paced airline industry, delays can lead to significant losses, making time a critical factor. However, any issue in a system is also a source of losses and reduced trust. Therefore, the best solution is often one that can meet tight deadlines with minimal compromises on quality, and airlines need to evaluate how much compromise they are willing to accept.

Once the airline has clear priorities on its requirements and a view on what truly matters when evaluating the solution, only then can we start looking at the solution. Depending on the topic, the airline may simply do an internal evaluation or start some heavier process, like running an RFP and thoroughly evaluating different approaches through detailed documentation and discussions. Then again, while these are useful means to evaluate solutions to a given problem, they may lead to the wrong conclusion without a rigorous definition of the airline’s priorities as a very first step.

Conclusion

To summarise, determining “the best” first requires a thorough evaluation of one’s priorities and specific requirements. It’s essential to move beyond the superficial allure of rankings and reviews and delve into what truly matters for your project, with regards to your own company. By carefully considering how relevant cost, features, quality and timing are for your project, you can make a more informed decision that aligns with your unique needs and goals. Remember, “the best” is not a universal constant but a variable that changes with context and perspective. At Travel in Motion, we will happily help you get clarity on these requirements, and walk with you on this evaluation journey, guiding you to finally answer: what is the best, for you.

 

Thibaud Rohmer, Travel in Motion AG