Behind that confidence is a sustained programme of industrial development, backed by public infrastructure investment, special economic zone incentives and private capital. The Richards Bay Industrial Development Zone has R252 billion in pipeline investment across 23 investors, according to the Department of Trade, Industry and Competition. Among the flagship developments is Nyanza Light Metals’ R15 billion titanium dioxide pigment plant. Construction is already under way and is expected to create around 3,000 jobs before employing up to 850 people permanently. Richards Bay is also positioning itself as an energy hub, with a liquefied natural gas import terminal, new power stations and supporting infrastructure representing almost R100 billion in additional investment.

Projects on this scale bring a steady stream of engineers, contractors, consultants, financiers and government officials into the city, some for a few days, others returning repeatedly as work progresses. According to André de Klerk, General Manager of BON Hotel Waterfront Richards Bay, this is translating into increasingly consistent business travel demand.

“We don’t have a high and low season like a typical leisure destination,” he says. “Our business follows industrial activity. Occupancy rises when a plant shuts down for maintenance, a delegation is in town, or a major project reaches a milestone. When that activity slows, so do we. Right now, we’re in one of our busier periods and we have been for some time.”

That level of demand has taken years to rebuild. Richards Bay’s hospitality sector was hit hard by the COVID-19 pandemic, and just as recovery began, the July 2021 unrest in KwaZulu-Natal dealt another blow. De Klerk says the hotel had to rebuild its room rates from a much lower base, with several years spent simply recovering lost ground before new investment started driving demand rather than just restoring it.

“There have already been weeks where you couldn’t find a room in this town because two or three projects needed people here at the same time,” he says. “That didn’t used to happen.”

De Klerk emphasised the hotel’s booking window reflects the same industrial rhythm. During busy periods, guests typically book around a week in advance. At quieter times, bookings are made just four days before arrival, tied to project schedules or maintenance shutdowns.

The mix of guests checking in is changing alongside the volume. “The executive flying up from Johannesburg for a two-day meeting is only part of the picture now,” De Klerk says. “We’re welcoming metallurgical engineers overseeing technology transfer, project finance teams from Johannesburg and Nairobi, government delegations, environmental consultants, construction managers and representatives from development finance institutions. Some are here for a few days. Others stay for the duration of a project, with contracts that can run for several months.”

The hotel’s guests arrive from Europe, Africa, Asia and North America, largely to support engineering, mining, logistics and infrastructure projects, while domestic business travellers provide a reliable year-round base. De Klerk says repeat business is the clearest sign of that consistency, with companies returning on standing accounts for maintenance work, site visits and ongoing projects.

BON Hotels Group CEO Guy Stehlik says Richards Bay stands out against the other secondary cities where the company operates, across South Africa and West Africa. “Corporate demand is rarely the issue in these secondary cities. The infrastructure around it usually is,” he says. “Failing infrastructure is the constraint we run into most often outside the metros. Richards Bay is the exception. Given the scale of investment going into the IDZ, it’s no surprise it works as well as it does. If anything, it’s the market the rest of these cities could  be measured against.”

BON Hotel Waterfront Richards Bay has refurbished its guest rooms, public areas, restaurant and conferencing facilities to keep pace with demand. Its largest venue seats around 120 delegates, with most bookings coming from technical workshops, project briefings and training sessions.

Much of the investment pipeline has yet to move from planning into delivery. Stehlik believes the opportunities will extend well beyond the industrial sector. “Richards Bay has always had the industrial base. What’s changing is the consistency of business travel around it. As more investment moves from planning into delivery, we’ll see more people travelling to the city, staying longer and returning more often. That creates the kind of demand that gives airlines, hotels and the wider visitor economy the confidence to invest.”

The survey revealed that South African travel intenders lead the field on nearly every metric that matters:

• Trust in travel agents sits at 97%.
• 83% say travel is essential to their mental health and wellbeing.
• 62% are actively pursuing luxury travel.

“South Africa is one of the world’s most economically pressured consumer markets, and yet it carries one of the deepest relationships with travel of any country we surveyed,” says Antoinette Turner, General Manager at Flight Centre South Africa. “It is also one of the most under-researched.”

Turner argues that travel is not a discretionary reward for South Africans. Rather, it’s considered a necessity and a form of identity, and in many cases a deliberate act of resistance against difficult circumstances.

Here’s what Flight Centre’s latest data reveals about how South Africans want to experience the world.

Travel planning with intention

South Africans are actually among the most open to AI tools for travel planning of any market surveyed, and yet 97% still see value in using a human travel agent. In this market, technology and expertise coexist rather than compete.

“The data reflects a traveller who thinks carefully about where they go and who wants to feel cared for when they go. This traveller plans accordingly and has no interest in compromising on the experience. The relationship with a travel agent is genuinely valued in a way that’s quite different from other markets,” comments Turner.

Resourceful by necessity

96% of South African survey respondents are looking to make travel more affordable, and they’re doing it methodically by booking well in advance, hunting for package deals, and choosing budget airlines when they have to. They’re also, at 77%, among the most likely to have combined, or be open to combining, business and leisure travel.

What explains it? Partly geography, according to Turner. “South Africa sits far from most of the world’s major travel corridors, which means getting anywhere takes planning, money, and commitment. There’s no casual weekend trip to Paris or Rome. When South Africans travel, they mean it,” she says.

The 2027 Rugby World Cup in Australia is already on the radar for many South African fans, and with Qantas operating direct flights from Johannesburg to Sydney (just over 12 hours) and both Qantas and SAA offering direct flights to Perth (just under 10 hours), the tournament has never been more accessible.

“South Africans are incredibly resourceful when it comes to making travel happen. Australia is still a long-haul, and traditionally expensive destination, but many South Africans are determined to get there anyway,” Turner adds.

Luxury, wellness, and slow travel

Although South Africans are the most likely of any market to travel during off-peak seasons (49%), they’re also amongst the most likely to prioritise luxury experiences, displaying an appetite for slow and restful travel (86%), food and gastronomy (83%), eco-tourism (76%), nature (67%), and spending time with partners and family (66%).

LATAM Airlines’ direct flight from South Africa to São Paulo, Brazil, launching in September 2026, matches this appetite well, bringing visa-free travel within easy reach without a stopover.

“We’ve always known that our customers here are deeply committed to travel. But seeing it quantified, and seeing how it compares globally, does make you look at this market differently,” Turner adds. “South African travellers think carefully about what they want, cherish what they choose, and deserve more credit than they get,” she concludes.

President Cyril Ramaphosa recently called tourism the jewel in South Africa’s crown. He is right. It is a jewel. However, somebody needs to ask the obvious question. Who has been doing the polishing?

Africa’s Travel Indaba turns forty this year and Minister of Tourism Patricia de Lille has done something refreshing. She has looked at four decades of the same model and said out loud what the industry has been thinking for years: it is time for a change. Her plan to bring private-sector partnership and sponsorship into the event from 2027 is welcome news.

However, the private sector needs to put something on the table too. We already fund the marketing through our levies. We are not opposed to doing more. We’re ready  to step up and help build a world-class showcase. However, a real partnership works both ways. With President Ramaphosa confirmed to open the event, this is the moment to have that honest conversation. Here is what I believe we need to see from the state to make this work.

1. Recognise the Domestic Backbone

It is easy to get caught up in the glamour of international arrivals and trophy leisure destinations, but the real engine of our tourism economy lies in places like Bloemfontein, Richards Bay, Kimberley, Pietermaritzburg, Empangeni and the outlying towns and commercial hubs beyond our major cities. Mid-market hotels are the lifeblood of commerce, conferencing and business at large. These properties do not get the same red-carpet treatment as our leisure hubs. These hotels clearly demonstrate their resilience to micro- and macro-socioeconomic factors, and they operate almost entirely on private sector grit. Entire towns and tourism ecosystems are being struck off the map as a result of municipal failures. We need clear plans from government on how municipal services and infrastructure will be prioritised to support these regional economic hubs.

2. Incentivise Growth Corridors

Once we have protected what we already have, we need to talk about growth. The Minister wants private partners to help carry the load and we are ready to do so. Look at models like the Club Med development as a blueprint for what happens when the state provides the right concessions and the private sector builds the engine. We need to resurrect Tourism Investment Zones where the state offers tax or sustainability rebates for hotels that invest in their own green infrastructure and develop properties in defined spaces earmarked for incentivised growth. If the private sector is expected to help the fiscus, we need complete transparency on where the government’s responsibility ends and our investment begins.

3. Level the Playing Field

Growth corridors and investment zones will mean very little if the playing field remains unfair. For years the formal hotel sector has shouldered the primary cost of our country’s international marketing through our tourism levies. As the Minister seeks more sponsorship and partnership, it is only fair that we finally bring the short-term rental market into a fair regulatory framework. Everyone who profits from South Africa’s brand should contribute to its upkeep and marketing. Progress in this area would be a massive signal of good faith to the formal industry and would greatly strengthen our marketing position abroad and across the continent.

4. Transparency on Safety

A fair playing field is also a safe one. The call for partnership must extend to safety where the private sector is currently filling massive gaps. We see private sector led patrols like those in the Kruger Lowveld stepping in because the state resources are simply not there. We need facts rather than generalities. How many tourism monitors are actually deployed and where are they located? If the industry is being asked to fund more of the showcase, we must have a transparent and integrated security framework that we can proudly market to the world.

5. Fix the Dysfunction in our Marketing Entities

None of the above will matter if the entities responsible for marketing our country to the world remain dysfunctional. When the Minister first took office, she showed real fighting spirit by halting the Tottenham Hotspur sponsorship deal. That was a necessary and welcome intervention. We now need permanent stability and absolute commercial competence within these marketing entities. If the industry is going to partner with government and increase our financial contributions, we must have absolute confidence that these bodies are run with corporate efficiency and clear accountability.

Indaba has the potential to be a professional powerhouse where real, direct business gets done – not just a reunion of familiar faces. The Minister has shown her fighting spirit before, and there is every reason to believe she has what it takes to make this happen. That same energy, focused alongside the President on these specific priorities, is what the moment calls for. The ask is not a complicated one. A seat at the table, straight answers on what the state is delivering, and a partner willing to pull in the same direction. Get that right, and this jewel will shine brighter than it ever has before.

AI can spit out itineraries, give you quick-hit travel tips, and help narrow down where to go when. It’s like a very enthusiastic intern who’s read every blog post ever written – but still needs a manager to check their work. This is probably why the same survey reported that a staggering 97% of Saffas see some sort of value in using a travel agent to help plan their next trip.

In short, AI lays a solid foundation, but it’s up to a travel expert to fill in the gaps.

“When travellers come to us after trying AI, they’re often surprised by what they didn’t know,” says Sue Garrett, GM of Supply, Pricing & Marketing at Flight Centre South Africa. “We know which ferry routes actually run in October, which hotels have been fully renovated, and which ‘must-see’ attractions are genuinely worth the visit. Local intelligence and practical, hard-earned experience is what turns a theoretical itinerary into a trip that actually works.”

So, if you’re dreaming up travel ideas for 2026, here’s how to use AI to plan your trip – and when you need to call in the experts.

Use AI to brainstorm, not book

AI has imagination, we’ll give it that. The problem? That “tailored” Greek itinerary might include ferry routes that don’t exist, hotels that closed in 2019, and a wine tour that’s actually a goat farm.

Most AI chatbots also rely on data that’s over a year old, which can lead to outdated information like incorrect opening hours, ongoing construction, or whether a place is only open during certain seasons.

“AI is good at synthesising research and helping us work faster,” says Garrett. “But travellers can’t rely on it for detail. Accuracy, reliability, and tailoring a trip to personal needs still comes from working with an experienced advisor.”

AI requires very specific prompting

If you’ve ever asked ChatGPT to plan a trip, you know it’s a bit like making a wish to a genie – the magic only works if you word it just right. The catch? Most travellers have no clue what to wish for.

What’s more, AI doesn’t understand your specific needs and preferences: that you hate long layovers, your sister has severe motion sickness, and you once had a small breakdown over an Airbnb with no curtains.

A traveller advisor will ask the right questions and factor in your specific needs, including travel insurance, visas, layovers, luggage, dietary requirements and even medical needs (for example, travelling with insulin).

Real world problems need real world people

Here’s where things get serious. Your flight’s been cancelled. You’re stuck at OR Tambo at 5am with no plan B and no idea when the next flight out is. An AI chatbot can suggest alternatives, but it can’t make the calls, pull the strings, or know which airline owes you a favour.

When it all hits the fan – whether that’s sudden illness, lost passports or surprise strikes – your AI travel assistant will provide information, but it won’t provide solutions.

Travel advisors, on the other hand, answer their phones. They’ve got local contacts, real-time updates, and enough muscle memory to rebook your trip while you’re still trying to find a power plug.

“A crisis is where human judgement matters most,” says Garrett. “AI can’t provide reassurance, make fast calls, or think emotionally. It doesn’t know when a client needs calming down or rerouting.”

AI doesn’t know what “4-star” means to a Saffa

A European “4-star” hotel can sometimes feel more basic than many South Africans expect – smaller rooms, minimal breakfast options, compact bathrooms. South Africans are accustomed to generous space, full breakfast spreads, and higher service standards at comparable star ratings.

“AI doesn’t understand the nuances,” says Garrett. “A 4-star hotel in Europe can feel smaller and more basic than a 3-star in Joburg. That’s important context for South Africans who’ve been spoiled by space and service.”

You can’t negotiate with ChatGPT

One of the most persistent myths about chatbots is that AI can find you the best deals.

It’ll give you rough estimates scraped from booking platforms. But it won’t know who to talk to for a room upgrade or honour your price if the exchange rate dips.

“People forget travel advisors still get you a lot of extras,” says Garrett. “We’re not just booking a hotel – we’re adding value. And we know which rooms are worth the rate.”

So how should you use AI?

Think of AI like enjoying a coffee with a mildly helpful friend. It’ll throw out suggestions – but it probably won’t nail the final plan.

Use AI tools to:

• Get a basic idea of where to go
• Research activities or general visa info (but always confirm latest visa requirements directly with the embassy or your travel advisor)
• Calculate distances and travel times
• Structure your wishlist into a bare bones draft itinerary

Don’t use AI to:

• Book accommodation or flights
• Plan travel logistics like transfers and ferry schedules
• Navigate special needs or real-time emergencies
• Compare the actual value of a deal, not just price
• Discover the off-the-radar experiences that make a trip unforgettable

The bottom line?

AI is useful for generating ideas, yes. It can introduce you to destinations you might never have thought of (hello, underrated Slovenia). But the moment you try to turn those ideas into real-world plans? You need an actual person, not 17 tabs’ worth of “maybe”.

There’s no substitute for local insight, human backup, and on-the-ground experience. Let AI help you brainstorm. Then run your shortlist by someone who’s been there, booked that – and still has the WhatsApp number of that hotel GM in Positano.

As Sue Garrett puts it: “AI is here to help, not replace. Use it to level up your trip but never forget the value of real-life expertise.”

Table of Contents

Now’s the time to build African expertise into your travel programme

JOHANNESBURG, 16 January 2026 – Business travel in 2025 had its challenges – and a level of complexity that’s following us into the new year.

For Mummy Mafojane, GM of FCM South Africa, it’s why business travellers are now craving simplicity above all else.

“After years of uncertainty, geopolitical tension, visa delays and more, travel has moved beyond securing the most competitive rate,” says Mafojane. “Yes, price is important, but so is ease, comfort and peace of mind. This year is all about real value and, more specifically, determining what ‘success’ looks like in your travel programme.”

Rethinking value in corporate travel

FCM’s recent white paper, Should Price Still Be Your Guide in 2026?, makes a compelling case for rethinking how companies measure travel programme success. It starts with solving operational pain points like booking friction, data gaps, and policy compliance, then measuring what actually matters: traveller experience, safety and security, wellness and wellbeing, sustainability, faster reporting, solid supplier relationships, and fewer policy violations.

As Mafojane explains, companies optimising solely on price will build programmes that look efficient on paper but fail in practice.

“Business travel is on the up,” says Mafojane. “Flight Centre Corporate’s 2025 State of the Market survey shows that 46% of our EMEA customers plan to increase their travel spend in our current financial year. Interestingly, conferences and events now account for 63% of business travel, with meetings coming in second at 53%. Companies are sending people to more events, investing in team culture, client relationships, talent retention and strategic growth – which means more people are on the move, and the stakes are higher than ever before.”

But what do travellers value?

Put simply: convenient flight times and check-ins, easy bookings and expense management, and better work-life balance. Plus 24/7 support when needed.

Human expertise

At a time when AI promises to streamline everything, the travel industry is rediscovering the value of human expertise. And not only when things go wrong – but for planning and execution too.

It was a hot topic at ITB Berlin 2025, where speakers explained that while algorithms excel at aggregating data, they often lack a sense for the exceptional. In the words of Christine Brisch of MairDumont, a European travel media company, the answers AI delivers are only ever as good as the prompt you give it. “Inspiration and surprise? Missing in action.”

The same principle applies to corporate travel. AI can flag potential disruptions, suggest alternate routes, surface cost patterns and even identify savings opportunities. But navigating visa stickiness for a critical trip? Securing last-minute accommodation during a major event? Understanding which “premium” hotel features actually matter in Riyadh versus Reykjavik? That requires context, relationships, and judgment that algorithms can’t replicate.

Personal choice

AI has put an extraordinary spectrum of choice – flights, accommodation, add-ons – at our fingertips. So much so, it’s overwhelming.

Mafojane believes what matters now is curated choice: a booking platform that simplifies the process by presenting a small number of options that are trusted, vetted and on-policy. Even better if travellers can personalise their experience within those guardrails.

“Travellers increasingly expect choice,” says Mafojane. “They want to choose flights that fit in with their family schedules. They want a consistent travel experience, so they lean towards hotel chains they know and trust. And they want to add in ‘bleisure’ time to get out and explore. There is nothing more ‘luxurious’ than a business trip that works for you too.”

 This is reflected in Amadeus’ 2026 Travel Trends, where the ‘Pick ‘n’ Stay’ trend sees travellers selecting and customising every detail of their stay – from room features (like soundproofing, block-out blinds, workspace setup) to amenities – rather than choosing generic room types, allowing for tailored experiences and higher guest satisfaction.

Simplicity, wellness and wellbeing

Ultimately, after a hectic year, what travellers really want is simplicity. Platforms that work effortlessly. Trips that unfold without friction. Personal choice, yes, but within agreed parameters that make decision-making easier, not harder. And time to rest and recoup.

So how do travel managers actually deliver what corporate travellers need in 2026?

For Mafojane it’s down to policy, systems and suppliers.

“If you haven’t looked at your travel policy in years, now’s the time,” says Mafojane. “Frequent fliers need different support than occasional travellers. Long-haul trips have different considerations to domestic hops. Tailored rules improve both compliance and satisfaction.”

Next up? Visibility. “You can’t manage what you can’t see,” says Mafojane. “Invest in platforms that allow for real-time reporting, dashboards that surface spending patterns before they become budget problems, and risk management software solutions that bolster your duty of care.”

Then, use 2026 to leverage supplier relationships, says Mafojane.

“Work with a travel management company that values strong relationships and leverages data to negotiate rates based on your actual travel patterns. This includes securing perks and waivers for your most frequent travellers. It makes a massive difference, especially when you work with travel partners and providers who can communicate clearly and act decisively in a crisis.”

Finally, invest in expertise. Whether it’s navigating visa complexities, managing event-driven demand spikes, or ensuring duty of care during disruption, industry know-how remains irreplaceable.

“Any travel manager can say ‘stop spending’, but the best in the business know how to make every rand – or loyalty point – work harder,” says Mafojane. “When company travel budgets get squeezed, the game isn’t just about less spend, but smarter spend. That means scrutinising the details that most ignore (right down to Wi-Fi receipts and seat upgrades) while ensuring your travellers are happy, productive and on their game.”

Business travel in 2026 demands more from travel managers. But for those willing to rethink value – and treat business travel as an investment rather than an expense – the payoff is significant: programmes that work for both the business and its travellers.

[Side Bar]

Read the full white paper here: Should Price Still Be Your Guide in 2026?

[https://www.fcmtravel.com/en-za/travel-insights/travel-hub/white-papers/corporate-travel-value-2026-beyond-price]

In a recent mail vote of the Passenger Agency Conference, IATA airline delegates approved the enforcement of a globally aligned remittance period by mid‑2026, eliminating the flexibility for local markets to set alternative dates through their Agency Programme Joint Councils (APJCs). These councils, comprised equally of local airlines and IATA‑accredited agents, have historically set billing cycles and remittance timing in line with specific market conditions and the realities of local business relationships.

This new decision forces all BSP markets to adopt standard remittance periods at the end of each billing cycle, irrespective of whether local APJCs have previously agreed solutions that work for both airlines and agents. Agent representatives argue it is unacceptable that a global forum – composed solely of airlines – can unilaterally overrule local arrangements reached through joint negotiation.

Under the BSP, IATA‑accredited agents centrally remit funds to IATA, which then distributes them to the participating airlines according to their share of ticket sales. Shortening and rigidly standardising remittance periods results in agents having to pre-finance customer payments to a greater extent and to advance money to airlines before (corporate) clients have paid in full. Locally agreed remittance periods are designed to reflect national payment cultures and corporate settlement practices.

Abuse of global decision power

WTAAA reiterates that the governance of the Passenger Agency Programme already suffers from a structural imbalance, as binding resolutions are adopted exclusively by airlines in the Passenger Agency Conference, whilst agents have only consultative status. The removal of the local flexibility clause on remittance periods is seen as a clear example of how this imbalance can be used to override balanced local solutions painstakingly negotiated in APJCs.

WTAAA Executive Director Otto de Vries said: “By depriving national markets of their ability to tailor remittance schedules to local needs, the global alignment decision disregards long‑standing local relationships between airlines and agents and ignores the operational realities of diverse business models, including high‑volume corporate and tour operator accounts.”

Call for restoration of local flexibility and genuine dialogue

WTAAA calls on IATA and its member airlines to restore the possibility for local APJCs to determine remittance periods in line with billing cycles and their local financial criteria as has been their historical role.

This might reframe your next getaway. Your “little cousin” is now an adult with buying power and a TikTok feed full of travel inspiration. And according to global travel reports, our youngest adults are steering family plans in surprising, purposeful ways.

The Rise of the Gen Z Family Influencer

Gen Z aren’t just passengers anymore; they’re the travel planners. Reports from Flight Centre’s Global PR Report (2025) show that over 90% of Gen Z travellers are adjusting how they travel to keep costs under control, most often choosing budget airlines (31%) and budget-style stays (35%) over large resorts.

They’re also the first to embrace smart tech. According to the same survey, 69% of Gen Z travellers would use AI tools to help plan or book their trips.

“We’re seeing younger travellers influence what families do on holiday, and how they plan,” says Antoinette Turner, General Manager at Flight Centre South Africa. “Gen Z are ushering in a new blend of play and practicality that appeals right across the generations.”

What Gen Z Values, And How It Shapes the Itinerary

Across recent reports, a few trends dominate the Gen Z mindset:

• Rest and Recovery: According to Flight Centre’s report, about 80% of Gen Z travellers say they prefer slower, more relaxing travel.
• Sustainability as Standard: Younger travellers are far more open to paying small destination or entry fees to support sustainability and tend to check environmental credentials when booking.
• Smart Spending with a Touch of Luxury: The “lux‑scaping” trend (treating yourself to a spa stay at the start or end of a holiday) is gaining traction, especially among younger adults, as highlighted in Marriott Bonvoy’s 2025 Ticket to Travel Study.

In short, Gen Zers are less interested in “status” travel and more focused on experiences that align with their identity and values.

Families Adapting Around Them

Older relatives are happy to hand over the itinerary spreadsheet, and it’s paying off. Gen Z’s budget-conscious and values-led approach can lead to more balanced, inclusive plans. We’re talking beach days and museum stops in equal measure.

In South Africa, both Flight Centre and Marriott Bonvoy suggests spending time with family and friends remains a top travel priority, and Gen Z are translating that into intentional together-time.

As Turner puts it, “Families increasingly look to their Gen Z relatives for inspiration. They bring a sense of awareness that feels refreshing in group travel decisions.”

Social Connection over Seclusion

Another consistent theme across industry data is that Gen Zers crave social energy. Many still plan to travel during peak seasons when festivals and cultural or sporting events are in full swing. This pairing of connection and curiosity defines much of their travel style.

The Youngest Voice, the Loudest Impact

Letting the youngest pick the itinerary is efficient. Gen Z travellers bring mindful spending and ethical awareness that make every family trip smoother and more meaningful.

They’re proving that being savvy doesn’t mean being stingy, and that holidays can be both responsible and joyous. So, when your Gen Z sibling or nephew starts building the group itinerary, maybe it’s time to hand over the reins. They might just be the best family travel agent you’ve never hired.

What was once a niche route has become a movement and a reflection of how technology, consumer expectations, and career aspirations have collectively transformed what it means to be a travel professional.

Speed and specialisation win the day

Client behaviour is changing just as fast as technology. The average booking window (the time from enquiry to departure) has narrowed dramatically from three weeks pre-pandemic to around seven days. As Gouws notes, “Clients expect instant replies. Around 78% will book with whoever responds first. Independent agents can act immediately because they don’t have to wait for corporate approval chains, and that agility allows them to convert business faster.”

Moreover, independents can carve out niches that differentiate them from mass-market competitors, whether that’s luxury safaris, wellness travel, adventure expeditions, or family cruising. Specialist knowledge builds trust, and in today’s environment, trust closes sales.

Freedom, flexibility, and financial incentive

At its core, independence represents both professional and personal freedom. Advisors are calling their own shots for the first time by setting their hours and defining their specialisations. Just as importantly, they’re retaining 70 – 90 percent of their commissions, which makes entrepreneurship financially compelling compared to salaried agency models.

The lifestyle appeal is undeniable. Many of today’s independent advisors are seasoned consultants seeking flexibility after years in traditional agencies, or second-career entrants drawn to the idea of combining travel passion with a self-employed venture. For others, particularly younger agents, independence aligns with generational values, such as autonomy and purpose over hierarchy.

Technology has levelled the playing field

Advances in digital ecosystems and host-agency support have eliminated the “tech disadvantage” that once separated big agencies from independents. Today, independent consultants can access the same booking platforms, NDC fare content, commission tracking, and AI-powered itinerary tools used by large corporates.

“What used to require a full brick-and-mortar operation can now be managed from a laptop or even a mobile phone,” explains Chantal Gouws, GM Envoyage South Africa. “Our members leverage world-class systems through Envoyage’s digital platforms while still retaining complete autonomy in how they run their businesses.”

An industry evolving around independence

The movement isn’t only agent-led; the entire industry is restructuring around it. Airlines and technology partners now recognise independents as a major distribution channel. Host networks have invested heavily in AI support tools and global training programmes to help independents thrive.

In South Africa, the trend mirrors international developments in markets like the US and Australia, where the independent model already dominates. Local agents who once relied on large-brand visibility are building personal travel brands recognised within their communities and online networks. “The biggest

growth I’m seeing,” says Gouws, “is among advisors launching their own agency names. They’re driven and equipped – it’s incredibly exciting to watch.”

Independence without isolation

The old fear that “going independent means going it alone” is being rewritten. Networks like Envoyage have built the infrastructure to ensure independence doesn’t equal isolation.

Envoyage’s “independent yet interconnected” model combines entrepreneurial freedom with the benefits of a global collective: supplier relationships spanning five key markets, 24/7 ticketing support, local land-booking teams, marketing automation through iReach, and a peer community of more than 3,500 advisors worldwide.

“For many of our ITCs, that sense of belonging is as important as the tools themselves,” Gouws says. “Being independent doesn’t mean you lose access to shared learning, mentorship and community – you gain a bigger, more connected one.”

Solving industry pain points

The independence model directly addresses three persistent pain points for travel professionals:

1. Bureaucracy and approval delays: Independents operate without cumbersome sign-off structures, allowing them to respond to clients and market changes in real time.

2. Limited income growth: Commission retention and performance-based earning eliminate the ceiling imposed by fixed salaries.

3. Rigid work models: Independence allows consultants to design lifestyles that suit them, balancing career goals with family or travel ambitions.

For clients, these benefits translate into more personalised service and faster turnaround. A win on both sides of the booking!

As travel demand continues to rebound, independence is quickly becoming the industry’s backbone.

“The combination of technology, global connectivity, and human expertise has created an environment where professionals can succeed on their own terms. We’re moving toward a future where independence and community work hand in hand, and that’s where the greatest opportunities lie,” Gouws concludes.

From Friday-night group chats to Monday morning beach photos that make everyone else wonder how you pulled it off – spontaneous travel is picking up serious speed. Not as a fad, but as a reflection of how many of us are choosing to live: less rigid, more flexible (thanks, in part, to hybrid work policies) and ready to bolt the second a 40%-off deal pops up.

According to Antoinette Turner, GM of Flight Centre South Africa, “We’re seeing more people booking closer to their departure dates – especially solo travellers. The tech is better, the deals are smarter, and frankly, people are just more comfortable going ‘let’s do it’ and figuring out the rest later.”

Why now?

The ingredient list behind the rise of spontaneous travel isn’t exactly a mystery.

1. Phones can do it all.
84% of South Africans say their phones improve the entire travel experience. No surprise there – one pocket-sized device now handles trip ideas, bookings, maps, translation, dinner reservations, and gloating on social media.

2. We work weird hours.
 With fewer full-time office mandates, many South Africans have the freedom to zig out of town midweek. Want to work remotely from Paternoster? Go for it – just don’t forget your charger.

3. Flash deals are everywhere – if you know where to look.
 Whether it’s a 48-hour international flight sale or a last-minute midweek hotel deal, real-time promotions make it low-risk to say “yes” first and check your diary second.

Says Turner, “Flash sales are incredibly effective in creating urgency. We regularly see big spikes in engagement when time-sensitive offers roll out – and with mobile tools making that easier, everything moves fast.”

4. Social media says, “do it now.”
 We’re not trying to make everything about influencers, but come on – who hasn’t seen someone’s sunset post and checked how far away that beach is? Inspiration is constant and travel FOMO is real.

Who’s travelling spontaneously?

We’re seeing more Spontaneous Budget Explorers (yes, it’s a real segment from South African Tourism) grabbing the wheel – and the car keys, and the snacks. Mostly younger travellers, often heading out in groups, and rarely planning more than a week ahead.

But honestly? It’s not limited to one crowd. While some still plan 132 days ahead for that bucket-list cruise (hi, seasoned planners), growing numbers are also saying “sho’t left?” over Thursday lunch and hitting the road Friday.

There’s something refreshing about both approaches co-existing: big-ticket, carefully planned escapes and micro-getaways that begin with an Umdloti weather search and end with a booked sea-view room.

What makes it work?

Okay, you’re sold but what does spontaneous travel actually look like when your life is full of meetings, debit orders, and the occasional migraine?

• Keep the admin sorted. A current passport (with at least six months left) is essential for cross-border breaks. Don’t be that person.
• Subscribe to deal alerts. Spare yourself the doom scroll. Let smart alerts do the hunting.
• Have a loose plan, not a five-tab spreadsheet. Knowing when that long weekend is coming up or who your travel-ready crew is helps the “just go” decision feel a little less chaotic.
• Midweek is your friend. Fewer crowds, better rates, nicer hosts. What’s not to like?

And if you’re thinking “sure, but I still like planning”? You’re not alone.

Planning is still cool (and kind of calming)

Contrary to that old idea that Gen Zs wing everything, 76% of South Africans actually enjoy planning holidays. No shame in a Pinterest board, travel TikToks, or Google Maps screenshots of “places I want to eat noodles.”

Planning has become part of the experience. It’s relaxing, it’s a hobby, and for many, it scratches the same itch as actually being on holiday. Our take? Do both. Keep your carefully curated itineraries for that one big-ticket holiday and leave room for several spontaneous short-haul trips throughout the year. And let’s be honest, regular breaks – even short ones – offer a range of benefits, from improving mental health and preventing burnout to fostering creativity and productivity.

Where are people going?

Local travel still rules. It’s easier, cheaper, and South Africa’s still an absolute show-off when it comes to landscapes. The Garden Route, the Drakensberg, Magaliesburg weekends, West Coast wildflowers – these are the OG spontaneous escapes for a reason.

For those willing to dip into the international aisle, spots like Mozambique, Mauritius, and Namibia offer relatively simple entry for South African passport holders, with just enough exoticism to feel like a proper holiday.

Turner adds, “We’re seeing more local demand for short-lead domestic trips. People are constantly watching for specials that make a local escape feel like a treat without blowing the budget.”

The travel industry needs to catch up

Let’s not pretend it’s all smooth sailing. Some brands still treat last-minute bookers like flaky teenagers. Hidden fees, clunky mobile booking platforms, and “this deal must be phoned in” nonsense make spontaneous travel harder than it should be.

Here’s the thing: spontaneity is smart. Flexible. Human. The better the tech, the smoother the experience – and the more likely we are to do it again.

“If the deal’s great but the experience of booking it is painful, people just bail,” notes Turner. “We’re constantly refining our mobile platforms and comms tools to keep up with that demand – and it’s moving fast.”
 
It does come with a warning, though. Scammers are prolific – especially at this time of year – so if a deal seems to good to be true, it probably is. Turner says check the URL. Check the provider. Or better yet, book through a professional.

Honestly? You’ve probably earned it

The idea that great trips require months and months of prep is fading fast. Spontaneity isn’t just a mood – it’s an antidote to decision fatigue, time poverty, and “we should really do something sometime” energy that dies on the group chat.

The options are there. The deals are there. And honestly? You’ve probably earned it.

So, when the next flash deal bumps into your feed, don’t overthink it. Get that leave form, hit “book now,” and tell your mates you’ll meet them in Clarens. Or Kommetjie. Or Vic Falls.

Happy not-planning.

The newly elected Executive Committee brings together respected industry leaders from across the globe:

• Eva Blasco (Spain), CEO of Europa Travel & Vice President of CEAV – Chair
• Dean Long (Australia), CEO of ATIA – Vice Chair
• Larry Lo (Asia), CEO of Corporate Travel Management Asia – Vice Chair
• Andrew Bowman (New Zealand), Director of TAANZ – Treasurer
• Eric Dresin, Secretary General at ECTAA – Secretary

Otto de Vries, CEO of ASATA, continues as Executive Director, with Mark Meader (ASTA) leading the Land and Sea Committee and Christian Möller (ECTAA) heading the Air Committee.

“On behalf of the alliance, I’d like to express our sincere gratitude to Wendy Paradis for her exceptional leadership and dedication during her tenure,” said de Vries. “We’re delighted to welcome Eva Blasco as our new Chair. Her extensive industry experience and collaborative approach make her ideally suited to guide WTAAA through the complex challenges facing our global membership.”

Blasco brings over 20 years of experience in travel agents’ associations and is currently CEO of Europa Travel and Vice President of CEAV. Her background includes serving as Vice President of ECTAA (2012-2020) and chairing the Spanish APJC of IATA for four years.

As the new Chair, Blasco will focus on three key priorities: achieving greater recognition of travel advisors’ value in the distribution chain, expanding WTAAA’s global membership, and strengthening the alliance’s position as a respected industry voice promoting dialogue and best practices.

Speaking about industry challenges, Blasco highlighted the real-world struggles facing travel advisors:

“Travel advisors face technological challenges in adapting to the multiple distribution channels of different providers (including the rollout of NDC), which often involves significant financial investment, as well as a significant investment of time in staff training with the aim of learning the proper functioning of each of these channels,” Blasco explained.

Fragmentation is also a challenge. Agents and advisors not having consistent access to all content that is being presented across multiple channels, is making it difficult and time-consuming for travel advisors to search available options and compare prices effectively. 

Looking to the future, Blasco outlined how WTAAA’s role must evolve:

“The WTAAA must continue working, as it has been doing, to ensure that the relationship between suppliers like airlines and travel advisors is as balanced as possible, and working to ensure that the added value of travel agents and advisors is duly recognised by airlines and other suppliers.”

She emphasised that while embracing new technologies is essential, the human touch remains at the heart of the industry: “The WTAAA must continue working to ensure that travel advisors continue providing the highest quality service and the most personalised treatment possible to travellers, integrating technological and artificial intelligence solutions as much as possible to streamline processes, but never to replace the irreplaceable consulting provided by travel professionals.”

“Undoubtedly, there is strength in unity,” Blasco concluded. “Therefore, we will continue moving forward with collaboration and cooperation, sharing best practices and concerns among member associations, obviously always within the limits set by competition law.”