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 speak with 2.0 & Partners Senior Executive VP Marco Passoni.
Remind us how 2.0 & Partners came into being?
I met Fabio during my tenure as CEO of a retail company managing branded shops across multiple airports worldwide. At the time, he worked for a sister company, and we had the opportunity to collaborate on several airport tenders. As both of us were nearing the end of those professional chapters and found that we worked well together, sharing common goals and values, we thought: why not leverage our considerable experience and extensive networks to support brands looking to expand in the global travel retail sector?
This idea led to the creation of our Location Intelligence & Selection (LIS) service and, ultimately, to the launch of 2.0 & Partners. The name 2.0 symbolises the two founders and represents a commitment to evolution, improvement, and breaking away from our past roles. The addition of ‘And Partners’ reflects our belief that building a globally focused consultancy boutique requires the collaboration of partners who share our vision, passion, and ambition.
In 2024, 2.0 & Partners celebrated its 10th anniversary, how have the market and the company changed in the past decade?
If we ever needed more proof, the past 10 years—marked by navigating a series of global crises—have demonstrated both the market’s remarkable resilience and its inherent vulnerabilities. At the heart of it all, we rely on one key driver: travellers. They only travel when conditions allow, but they always will—and in ever-increasing numbers.
You asked how the company has evolved over the last decade. Do you have enough time to hear the full story? Joking aside, it has been a thrilling and professionally fulfilling roller-coaster ride. From starting out in Rome, Italy, working at the kitchen table of one of the two founders, to relocating to London, UK, in 2017 and establishing roots there with our families, the journey has been nothing short of transformative.
On the business side, we’ve had the privilege of working—and continuing to work—with some of the world’s most renowned brands, helping to strengthen their presence in global travel retail. Even more importantly, we’ve significantly expanded our professional expertise, collaborating on projects that stretch from the Far East to the Far West.
In addition, we launched our Customer eXperience Management (CXM) business suite, which has grown to deliver a range of tailored services, including Strategic Mystery Shopping, the Retail Academy 2.0 in various formats, and more recently, e-learning courses such as the Chinese Excellence Academy (CEA) and the Onboarding programme. These solutions are thoughtfully designed and delivered to international airports, brands, and retailers.
Looking back, I can confidently say that both of our business units have flourished—not without a great deal of blood, sweat, and tears—but with immense opportunities for further growth on the horizon as we look ahead to the next decade.
What do you think are the key pillars of travel retail today?
As we’ve already said a thousand times—and never get tired of repeating it—the key pillars of travel retail today start with customer experience and value proposition. Both are the backbones of our marketplace.
Customer experience is about making the traveller’s journey seamless, enjoyable, and unforgettable, from pre-trip browsing to in-store purchases. It’s about personalised service, cultural sensitivity, and creating moments that leave a lasting impression.
Value proposition, on the other hand, is the trademark of the industry and is what keeps travellers coming back. It’s about offering something they can’t resist—competitive prices, exclusive products, or unique items they won’t find anywhere else. It’s that sense of getting something truly worthwhile, which is essential in such a competitive environment.
Then there’s digital and omnichannel integration. With travellers increasingly connected, pre-ordering, click-and-collect, and immersive tools like AR are redefining how people shop on the go.
Sustainability is another key pillar. Shoppers expect brands to care about the planet, so initiatives like eco-friendly packaging, sustainable store operations, and ethical sourcing are becoming essential. Localisation also plays a significant role. Travellers want to feel connected to the destination, whether through regional products, cultural touches in-store, or tailored messaging that resonates with them.
And, of course, technology and innovation are reshaping the landscape—from AI-driven personalisation to smart store solutions that make shopping faster and easier.
Finally, partnerships are vital. Collaborations between brands, retailers, and airports help create those exclusive products and experiences that make travel retail stand out.
How is 2.0 & Partners set up to help fellow stakeholders deliver on those?
Through our two business units, Location & Brand Planning and Customer eXperience Management, we believe we’re well-positioned to help fellow stakeholders deliver on these pillars. Each unit plays a crucial role in shaping the travel retail landscape.
Location & Brand Planning focuses on creating the optimal conditions for success, from strategic site selection to brand positioning, ensuring that stores are not just in the right place but also aligned with customer expectations.
On the other hand, our Customer eXperience Management suite delivers services that enhance how travellers engage with brands. From auditing service levels on a daily basis through our Strategic Mystery Shopping, to tailored training programmes through our Retail Academy 2.0 and other customer-focused initiatives, we work to elevate the overall experience and drive value for all parties involved.
Ultimately, we aim to help our stakeholders create the right environment for unforgettable customer experiences, strong value propositions, and long-term success in the travel retail sector.
What have been your personal highlights for the company in the past year?
My personal highlights for the company this past year have been deeply tied to two significant milestones. First, witnessing my daughter Vittoria’s growth within the company has been incredibly rewarding. Her background in hospitality management has proven to be so closely aligned with, and applicable to, the development of our CXM services. As we all in the industry must get used to treating travellers no longer as customers but as guests, her insights have brought a fresh perspective that complements our vision for elevating the traveller experience.
Secondly, the launch of our e-learning platform, starting with the Chinese Excellence Academy (CEA), has been a true milestone for us. It represents not only the hard work and innovation of our team but also the immense potential for the future. This platform opens the door to a wide array of courses tailored to different sales associate profiles, empowering teams across the travel retail industry and setting the stage for long-term growth and impact.
Together, these moments reflect the convergence of personal and professional achievements, making this past year truly special.
How do you expect travel retail to evolve in the coming years?
According to IATA, in 2024, airport travellers are expected to reach 4.7 billion, and by 2043, this figure is set to double, reaching an astounding 7.3 billion passengers, with an average yearly growth rate of 3.6%. With such significant growth, travel retail has enormous potential to flourish, but this will only happen if we, as an industry, evolve alongside these numbers.
The key lies in embracing the pillars we mentioned earlier—customer experience, value proposition, digitalisation, sustainability, and localisation. As traveller expectations grow, so must our ability to deliver seamless, unforgettable, and culturally relevant experiences. At the same time, leveraging technology and innovation will be critical to scaling efficiently and staying competitive.
We also need to focus on sustainability, as future travellers will demand greener operations and more ethically sourced products. Travel retail will only thrive if we can balance this growing demand with responsibility and innovation.
In short, the future of travel retail is incredibly bright, but success depends on how agile and forward-thinking we remain as an industry.
What is your vision for 2025 and the future of 2.0 & Partners?
In 2025, our vision for 2.0 & Partners is centred around two key areas of growth. First, we will continue delivering our Location Intelligence & Selection (LIS) services, ensuring brands find the optimal conditions for success.
At the same time, a significant focus will be on expanding our Customer Experience Management (CXM) services across major European airports. We see tremendous potential in enhancing how brands engage with travellers, and we aim to be at the forefront of this transformation.
Additionally, we are committed to enriching our portfolio of e-learning courses. We strongly believe in developing highly practical and impactful programmes designed to empower frontline teams across various categories and professional levels. These courses will be tailored to help individuals unlock their full potential and elevate the customer experience across the travel retail industry.
And for the years to come, my personal goal is to transfer my experience and knowledge to my colleagues, especially my daughter. Perhaps, in 10 years’ time, I’ll be able to return to my passion for sailing—maybe even solo around the globe—for a charity project focused on fighting ocean plastic.
In short, our vision for 2025 and beyond is to continue driving innovation, supporting our partners, and contributing to a brighter future for travel retail, while personally aiming to leave a meaningful legacy both professionally and environmentally.