The TFWA World Exhibition & Conference is upon us once again; that moment in the year when the global travel retail community gathers to take stock of where we are and, more importantly, where we are going.
Every year, the stages in Cannes host bold ideas and big statements about the future of our industry. Yet, too often, those conversations seem to fade in the conference. The real progress, the real innovation, usually happens not under the spotlights but in the face-to-face conversations that take place on the show floor, in cafés, and at those chance meetings over cocktails. It is in those exchanges that we have the chance to truly shape what travel retail becomes next.
And this year, more than ever, there are five critical conversations we cannot afford to ignore.
First, we must talk about people. They remain the cornerstone of everything we do. Predictions of the end of human interaction in retail, amplified during the pandemic,have proven false. If anything, the opposite is true: travellers value people more than ever. But the expectations of those travellers have shifted dramatically. They are global, diverse, and demanding. Our frontline teams are no longer just sales staff; they are brand ambassadors, storytellers, problem-solvers, and hosts. Preparing them for that task cannot be an afterthought. It is a strategic priority.
Our frontline teams are no longer just sales staff; they are brand ambassadors, storytellers, problem-solvers, and hosts.
That leads naturally to the second topic: data. We talk constantly about insights as the lifeblood of travel retail, and yet too often they are hoarded rather than shared. Airports, retailers, and brands each hold a piece of the puzzle; data that, if combined, could transform how we tailor experiences, offers, and services. The “Trinity” model remains a powerful idea, but it is time to stop treating collaboration as a slogan and start breaking down silos for real.
From there, the conversation must turn to the hospitality mindset. Meeting people face-to-face is no longer enough. Today’s travellers expect a level of bespoke, anticipatory service that goes far beyond basic retail interaction. That mindset shift must run through every level of the business, from corporate culture to frontline behaviour. And the only way to achieve it is through structured, ongoing training, not as a tick-box exercise, but as an investment in long-term growth.
The Trinity model remains a powerful idea, but it is time to stop treating collaboration as a slogan and start breaking down silos for real.
The fourth topic is one we talk about often but still don’t get right: digital. It is where travellers book their journeys, plan their purchases, and engage with brands between trips. Yet our industry too often treats digital as a billboard rather than a bridge. Simply pushing products is not enough. Digital needs to pull people into our physical spaces with storytelling, exclusivity, and tailored offers that connect the online and offline worlds seamlessly.
Finally, we must address the experience factor. Travellers no longer buy things, they buy moments. They want spaces that take them out of the stress and logistics of travel and into a world of inspiration, discovery, and joy. Some brands and airports are already showing what is possible, but too many spaces still feel transactional and forgettable. Experience must become a strategic pillar, not a creative afterthought.
Experience must become a strategic pillar, not a creative afterthought.
All of this is the work ahead of us. And Cannes is our best opportunity to begin it. The conversations we have here, if we make them honest, bold, and actionable, can help us shape an industry that is not only resilient but remarkable.
I look forward to seeing many of you this week, and to building that future together. And if you would like to explore how these conversations can become tangible projects for your teams and locations, I would be glad to catch up in Cannes.