In Bangkok's bustling streets, the rhythm of life was once ordered by the footsteps of countless tourists. But when the world was gripped by the silence of COVID-19 in late 2019, the usual hum of distant languages faded, and the vibrant mix of foreign visitors dispersed almost overnight.
Amid this stillness, 12Go, a travel agency, faced a moment of reckoning. This agency, which had been the bridge for Western travelers to Asia's complex ground and water transport networks, stood at a crossroads. However, it was not a dead end; it was a new path waiting to be found.
For years, 12Go had linked continents. It streamlined Asian travel for tourists from Europe and America. Their platform gave these tourists a seamless journey. It offers many routes and service providers that can be accessed through payment methods like Visa and Mastercard. But, with borders closing, flights grounded, and global travel coming to a standstill, their core audience became immobile, which shook the basis of their business model.
Faced with this new reality, 12Go turned its gaze inward. Domestic travel, though slowed, still flickered with potential. Thai people touring within their own country was the key to survival. So, the company embarked on a journey to transform itself. This shift required it to do more than redirect its efforts. It called for a deep knowledge of a clientele with different needs and likings.
Investing in domestic supply chains, 12Go mapped out the routes favored by locals. These often diverged from the well-trodden paths preferred by tourists. They reviewed pricing strategies, keeping in mind the increased touchiness of domestic customers regarding pricing. Local payment methods, like QR bank payments and digital wallets, removed payment barriers and made it easier for users to accept services.
Tech became the main focus of their forward-thinking approach. UI enhancements made it easier for local users to browse the site so they could find and book the most popular routes. These changes solved urgent problems and prepared 12Go for a future where service providers must be versatile and responsive.
12Go's pivot was broader than Thailand alone. The company had begun offering local payment options in the Philippines before the pandemic, so it strengthened its presence. Plans to extend this localized approach to other Asian countries emerged. 12Go hoped that branching out across markets could buffer against global crises.
The leaders at 12Go reflected on this period and recognized the risks of relying on a single customer base. The adage of "putting too many eggs in one basket" became a vivid lesson in business soundness. By embracing the home market, they filled the void left by global travelers. They also redefined their identity in an industry forced to evolve.
From 2019 to 2024, the impact of these strategic shifts became evident. Local bookings in Thailand surged, with over ninefold growth. This stellar increase wasn't due to a single initiative. It resulted from careful planning and strategic shifts across many facets of the business. For example, they didn't only team up with hotel networks or sole trading operators. Instead, they took a broad approach to boosting local supply and payment options, which laid a firm footing for growth. This strategic planning reassured both the company and its customers during uncertain times.
The story of 12Go during the pandemic is one of adapting in a time of turmoil. It highlights the need for agility and a will to adjust to local cultures. It shows that technology can bridge gaps. As the world reopens, global travel has resumed. 12Go is not merely a company that survived the pandemic. It transformed through it, showing us that flexibility is the key to survival in a crisis.
Their journey lights the path for companies facing similar crossroads. It proves that innovation can grow in tough times, leading to recovery and a bright future.
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