In a rapidly transforming landscape, the relationship between airlines and tour operators is undergoing a true renegotiation: pressure toward disintermediation, massive adoption of technologies such as New Distribution Capability (NDC), shrinking traditional margins, and cost contraction. This scenario forces a reassessment of long-established operational models.
The Context: Disintermediation and NDC
Airlines are increasingly focusing on direct-to-customer sales, leveraging proprietary platforms and systems like NDC, which enable dynamic pricing, enriched content, and personalized offers, reducing reliance on traditional GDS channels.
However, for many travel agencies and tour operators, adopting NDC represents a cultural and technological leap that comes with hurdles: integration complexity, limited visibility of content, and difficulties in ensuring policy compliance.
The Emerging Importance of the Traditional Supply Chain
In this climate, the centrality of the trade has not disappeared: according to recent data, a significant share of airline revenue still flows through agencies and tour operators. This highlights that, despite prevailing cost-focused logic, there remains tangible value in direct, structured relationships with the traditional distribution channel.
The TAP Case: An Alternative Balance?
TAP Air Portugal appears to be taking a different path compared to some competitors: not only investing in modern pricing through a partnership with PROS for dynamic and personalized offers, but also maintaining a willingness to work directly with tour operators via co-marketing, packaged fare solutions, and long-term planning with space blocks up to 16 months in advance.
From the interview with Davide Calicchia, clear signs of openness emerge: despite implementing NDC, TAP continues to operate with a complementary rather than replacement vision, focusing on partnerships with the trade rather than on absorbing the channel entirely.
This approach stands out as a potentially significant signal in contrast to the general trend.
Trends and Market Implications
- The industry is seeking efficiency gains through NDC, but this generates tension between direct content and traditional distributors.
- The fragmentation of the distribution channel makes it necessary to rethink airline–operator relationships: shared tools, co-marketing, and co-branded strategies become strategic levers.
- The potential privatization of TAP could influence future structures, bringing in new players and fostering pan-European synergies, but also potentially shifting strategies away from the current positioning.
Opening the Discussion
In the face of constant pressure on costs, technology and digital tools, two scenarios are taking shape:
Vertical Model – in which the airline reduces the supply chain to a minimum, focusing on direct contact, NDC content, and direct-to-consumer branding.
Horizontal or Hybrid Model – in which the airline seeks a balance between technological autonomy and structured relationships with the trade and operators.
From what emerges, TAP seems to lean toward the second approach: a strategy that keeps the door open to cooperation, without giving up the efficiency of a modern offer.
Open Questions for the Future of the Sector
- Is it possible to develop a distribution relationship where efficiency and collaboration coexist?
- What is the sustainable scope of effective co-marketing between carriers and tour operators?
- How will NDC standardization evolve to also encompass the traditional supply chain?
The interview with Davide Calicchia offers an example of strategic positioning that can inspire serious reflection in the trade community: between technological innovation and relational value, there is room for an evolved complementarity capable of enhancing both.
Trade Talk: Odissey Magazine meets Davide Calicchia, Market Manager Italy at TAP Air Portugal
Odissey: Good morning, Davide, and thank you for being with us. Let’s start right away: TAP has distinguished itself by strengthening accessibility to Lusophone, Atlantic, and African destinations. What are your current strategic growth priorities?
Davide Calicchia: Good morning to you. Yes, TAP has several priorities, but the main one remains consolidating a network that allows us to capitalize on our unique position. Lisbon is not only our natural base, but also a privileged geographical gateway to the Americas. From here, TAP began its development in Brazil, strengthened Central America, and launched connections to North America, building extremely interesting markets. Added to this are, of course, the Lusophone heritage countries in Africa, with which we maintain constant connections to Europe.
Odissey: TAP has introduced an NDC system for fare distribution. What impact has this change had on relations with agencies and tour operators?
Davide Calicchia: It has been a significant change, which initially raised some understandable concerns among agencies. But from the outset, we have worked to minimize any perceived negative impacts. In fact, we believe the NDC system will bring tangible benefits both for us as an airline and for the travel agencies that choose to integrate with us on this platform.
Odissey: What concrete tools do you currently provide to tour operators to build competitive, customizable offers aligned with the needs of the end customer?
Davide Calicchia: There are many, but in short, we provide exclusive fare packages designed specifically for tour operators, supported by programming that allows space blocks up to 16 months in advance. This means guaranteed availability, stable fares, and the possibility to issue tickets close to departure. In addition, with major operators we have commercial agreements that allow us to jointly develop marketing plans, increasing visibility for both their brand and ours, both among agencies and directly with consumers.
Odissey: Your marketing campaigns often integrate references to culture, sustainability, and identity. Does this approach also apply to your dialogue with industry professionals?
Davide Calicchia: Absolutely. We always try to keep alive the Portuguese roots that are part of the company’s DNA. Portugal is always present in our communication activities, in line with long-haul priorities. Our goal is to keep the perception of the Portuguese brand high worldwide, also through dialogue with operators.
Odissey: How does TAP plan to manage the delicate balance between direct branding to the end customer and enhancing the distribution chain in the future?
Davide Calicchia: For us, the trade is fundamental. Consider that about 67% of our sales in Italy come from travel agencies. It’s clear we will continue to support the trade channel, because TAP cannot—and does not want to—do without the fundamental contribution of this ecosystem.
Odissey: A final message for our readers?
Davide Calicchia: I invite you to continue selling TAP and to fly with us. I would also like to remind everyone of the Portugal Stopover program, which allows a free stopover in Lisbon for up to 10 days, without any fare supplement. It applies to all long-haul tickets, but also to domestic destinations such as the Azores or Madeira. It’s a highly appreciated opportunity: more than 500,000 people have already taken advantage of it. It’s a smart way to discover Portugal even during a trip to other destinations.
Odissey: Thank you again for your time, and best wishes for your work.
Understanding the Context
From this perspective, this interview is a significant case of how an airline can address change not only as a technological challenge, but as an opportunity to harmoniously redefine its relationship with the supply chain. A valuable insight into current dynamics, and perhaps a way to imagine new models of collaboration in the airline–tour operator landscape.
