In this regular feature, we sit down with a member of the 2.0 & Partners team, to find out a bit more about who they are, what they do, and how they do it.
In this edition, we meet with 2.0 & Partners Chief Executive Officer Fabio Bernardini.
Remind us how 2.0 & Partners came into being?
The idea for 2.0 & Partners was born from the synergy Marco and I discovered during our time in the travel retail industry. For several years, I worked for a company providing services for passengers in airports, focusing on tenders and development. At one point, a new project was launched to open branded shops in airports, which involved creating a new company, with Marco as the CEO. I began collaborating on the international development of this new venture, and the evident alignment of our approaches quickly stood out.
When the opportunity arose to create something of our own, it felt like the perfect next step. We combined our extensive networks and deep understanding of the global travel retail market to establish 2.0 & Partners, focusing on Location Intelligence & Selection (LIS). The name “2.0” reflects our shared commitment to evolution and improvement, as well as a nod to the fact that, for both of us, this was the beginning of a new professional chapter. We liked the idea of giving this new phase a “versioning 2.0.” The “And Partners” part highlights our collaborative approach with stakeholders who share our passion and ambition for innovation.
In 2024, 2.0 & Partners celebrated its 10th anniversary. How have the market and the company changed in the past decade?
The past decade has been an incredible journey for both the industry and 2.0 & Partners. The market has proven its resilience, bouncing back from global disruptions and crises with renewed vigor. Travellers remain at the heart of everything we do, and their evolving expectations push us to innovate continually.
For 2.0 & Partners, the transformation has been equally profound. Starting out in Rome with just a vision, we’ve grown into an international consultancy with headquarters in London, collaborating with some of the world’s most iconic brands. Our expansion has been driven by a commitment to excellence and adaptability, leading to milestones such as the launch of our Customer Experience Management (CXM) suite, including Strategic Mystery Shopping and e-learning initiatives like the Chinese Excellence Academy (CEA).
The industry itself has also evolved significantly. Compared to when we started, airports have adopted a more collaborative approach with brands. For instance, clauses making contracts non-rescindable—once a heavy burden for underperforming brands—are no longer always included. Additionally, during the pandemic, airports showed remarkable flexibility by waiving rents or adjusting them to reflect actual traffic levels. This shift reflects a growing emphasis on partnership—a concept deeply valued by us at 2.0—rather than the traditional landlord-tenant dynamic.
This evolution has cemented our position as trusted partners for brands and airports worldwide. Looking back, it’s been a decade of hard work and immense satisfaction, but we’re just getting started.
What do you think are the key pillars of travel retail today?
The foundation of travel retail today is built on a few essential elements. Customer experience remains central, with a focus on making each traveller’s journey seamless, memorable, and enjoyable. Value proposition is equally crucial; offering competitive pricing, exclusive products, and the allure of unique finds ensures long-term customer engagement.
Digitalisation is transforming the industry, with pre-ordering, AR tools, and omnichannel strategies redefining how people shop. Sustainability has become a key expectation, as travellers increasingly look for brands that prioritise eco-friendly practices and responsible sourcing.
Another critical element is adaptability. Travel retail operates in a highly dynamic environment, influenced by fluctuating passenger volumes, changing regulations, and evolving consumer behaviours. The ability to respond quickly and strategically to these shifts is essential for success.
How is 2.0 & Partners set up to help fellow stakeholders deliver on those?
Through our two core business units—Location & Brand Planning and Customer Experience Management—we address these pillars head-on.
Our Location & Brand Planning services focus on strategic site selection, ensuring that brands align perfectly with market demands and customer expectations. Meanwhile, the CXM suite empowers stakeholders to elevate service standards and customer engagement. From training programmes under our Retail Academy 2.0 to real-time service audits, we ensure a consistent focus on excellence.
By integrating these capabilities, we enable our partners to deliver seamless experiences, compelling value propositions, and innovative solutions, ensuring success in the competitive travel retail market.
What have been your personal highlights for the company in the past year?
2024 has been a year of milestones, but two stand out for me. First, the global expansion of our e-learning platform, which reflects our commitment to empowering teams with skills tailored to the unique demands of travel retail. The success of initiatives like the CEA is particularly gratifying as they help bridge cultural and operational gaps across markets.
Second, I’m proud of the deepening collaborations we’ve fostered with stakeholders worldwide. These partnerships have not only driven growth but also enriched my personal understanding of the diverse landscapes within travel retail. Together, these highlights encapsulate the growth and potential of 2.0 & Partners.
How do you expect travel retail to evolve in the coming years?
The future of travel retail will be shaped by qualitative factors that reflect the industry’s ability to adapt to changing traveller expectations and global trends. Innovation and flexibility will be critical, especially as we navigate a landscape where technology and sustainability are no longer optional but essential components of success.
One of the most exciting opportunities lies in the U.S. market, which remains relatively untapped compared to other regions. The potential here is immense, and we’re already seeing major projects that aim to redefine the travel retail experience. A prime example is the ongoing transformation of JFK Airport, a landmark initiative involving some of the world’s leading players in travel retail, including 2.0 & Partners. This project represents a significant step forward in setting new standards for the industry, not just in the U.S. but globally.
As travel retail evolves, the emphasis will increasingly shift toward creating immersive, guest-centric experiences while fostering partnerships that drive mutual growth. The next decade holds extraordinary promise, and we’re excited to be part of this journey.
What is your vision for 2025 and the future of 2.0 & Partners?
In 2025, I envision 2.0 & Partners as a leader in both LIS and CXM, continuously driving innovation in the travel retail sector. Our goal is to deepen our presence in major European and international markets while expanding our portfolio of e-learning and training programmes.
Looking further ahead, we see a growing opportunity for collaboration among all stakeholders in the travel retail ecosystem. Beyond the traditional Trinity—Brands, Airports, and Operators—we strongly believe in the importance of involving Airlines and Technology Players. Their inclusion in this collaborative model will be critical to creating a seamless and integrated traveller journey, from pre-departure to in-terminal and in-flight experiences.
On a personal level, I aim to nurture the next generation of talent within our organisation, ensuring that our legacy of excellence endures. Beyond that, I aspire to contribute to broader sustainability efforts in travel retail, paving the way for a more responsible and impactful future.