{"id":17397,"date":"2026-08-31T14:58:41","date_gmt":"2026-08-31T12:58:41","guid":{"rendered":"https:\/\/www.bto.travel\/offbeat-tribes-the-challenge-of-personalization-in-the-age-of-artificial-intelligence\/"},"modified":"2026-10-21T15:12:44","modified_gmt":"2026-10-21T13:12:44","slug":"offbeat-tribes-the-challenge-of-personalization-in-the-age-of-artificial-intelligence","status":"publish","type":"post","link":"https:\/\/www.bto.travel\/en\/offbeat-tribes-the-challenge-of-personalization-in-the-age-of-artificial-intelligence\/","title":{"rendered":"Offbeat Tribes: The Challenge of Personalization in the Age of Artificial Intelligence"},"content":{"rendered":"
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In this article, BTO\u2019s scientific director, Francesco Tapinassi, explores the dynamics of Offbeat Tribes, <\/em>the central theme of the 18th edition<\/em><\/a>. The analysis focuses on the tension between the search for unconventional travel experiences and the deep-seated need to belong to groups with shared interests. The text traces the evolution of tourist communities\u2014from voluntary choices to the new algorithmic tribes generated by artificial intelligence\u2014highlighting the risk of massification masked by hyper-personalization. <\/em><\/em><\/p>\n\n

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The 18th edition of BTO is dedicated to the theme \u201cOffbeat Tribes<\/strong>.\u201d Of the many interpretations we\u2019ve developed over the past few months regarding this main topic, I\u2019d like to focus onthe apparent contradiction between <\/strong>these two words. While \u201cOffbeat\u201d prompts reflection on the desire to travel off the beaten path<\/em>\u2014differently from others\u2014to little-known destinations in search of unique and personal experiences, the other term, \u201cTribes,\u201d encourages us to understand the desire to belong to groups of travelers with whom we share interests or passions. In other words, we can explore the complex relationship between personalization and standardization<\/strong>\u2014concepts that have always been central to the organization of travel experiences. This is a topic that has undergone profound change and accelerated development since the arrival of AI in the travel industry. <\/p>\n\n

A few years ago, a major hotel chain published a study titled \u201cparadox of hospitality\u201d<\/em><\/strong>; in short, it explored how to reconcile two very different needs: on the one hand, the guest\u2019s desire for increasingly personalized service, designed to meet their specific wishes; on the other, the desire of tourism companies to standardize services in order to achieve economies of scale and optimize human resources and service delivery processes\u2014primarily linked to cost containment and, consequently, competition. To put it simply, there is a customer who wants personalized attention, while the hospitality system seeks to standardize the service itself in order to make the most of company resources and maintain a consistent, average level of quality, thereby reducing the variable aspects of the work performed by front-of-house staff and service providers. <\/p>\n\n

But there is a second consideration that arises from the decision-making process involved in travel<\/strong> (the so-called \u201ccustomer journey\u201d) and that examines the concept of a tribe\u2014or, more specifically, a \u201ctravel tribe<\/strong>.\u201d <\/p>\n\n

Sociologist Michel Maffesoli\u2019s reflections on social changes related to groupings and his definition of a tribe are very interesting: groups within which individuals come together because they share one or more common traits. <\/strong><\/em> <\/p>\n\n

We know that each of us (and the same is true when we become travelers) tends to identify with communities united by shared passions, interests, travel styles, and modes of transportation, creating homogeneous groups that, first and foremost, communicate with one another and generate word-of-mouth considered reliable. There are countless examples we could cite: those who plan their trips based on the Lonely Planet guide identify with a certain style of travel, exploration, and adventure; the approach of those who follow the Michelin Guide is completely different, closely aligned with hospitality and dining experiences tailored to an audience attentive to details and high standards of service. Those who travel in RVs have needs, interests, and travel styles very different from travelers who choose resort villages; there are communities of enthusiasts for bird watching, gravel biking, sailing, caving, tastings of specific products or wines, and so on and so forth. There are countless groups we can define as \u201cvoluntary tribes\u201d<\/em><\/strong>\u2014that is, selected ones\u2014are endless: I am the one who searches for and plans based on a community of other travelers (or experts who have emerged from that same community) who share my passions and interests and who therefore belong to a tribe to which I recognize a role and value. <\/p>\n\n

In marketing, precisely to better understand and get to know the target audience, tools such as segmentation, clustering, and personas have always been used to divide the vast number of potential customers into homogeneous groups, in order to refine the message and make it more effective (the well-known market research and psychographic studies). We all belong to tribes we\u2019ve been assigned to<\/em><\/strong>\u2014which we haven\u2019t consciously chosen but to which we belong based on our behaviors. Every time we use a loyalty card (or even before that, every time we receive one by voluntarily signing up for a rewards program), we\u2019ve been placed into a cluster. All major retail groups seek to obtain our data and categorize us into customer segments<\/em>. As we know, customer data and insights are the true value\u2014even monetizable value, since they are bought and sold\u2014of a business. All of this has grown exponentially with the use of digital tools. Every search we perform, every post we view, every action we take online is stored and used to place us into groups\u2014about which we have very little information. The system explains that this personalization of responses allows it to offer content that is \u201crelevant and useful\u201d (as Google defines it), which\u2014precisely because it is\u2014can only be the result of an empathetic understanding of what interests me and of the group to which I belong (whether chosen or not, it doesn\u2019t matter). Ultimately, everyone is a member of groups that make the result increasingly personalized. Herein lies the paradox of the system itself: I personalize an output by starting with the standardization of the person who requested it, thanks to their placement in a cluster. <\/p>\n\n

In this scenario, what role does Artificial Intelligence play? Some studies confirm a gradual decline in the traditional model associated with online search engines. <\/p>\n\n

It can be very exhausting trying to find anything interesting among the vast amount of information available when planning a trip, much of which is contradictory and misleading.<\/strong><\/em><\/p>\n\n

Just think about the world of reviews, which are so important\u2014especially when integrated into tools for exploring local areas, such as digital maps\u2014but which often vary widely from one another and can therefore be confusing. The point is that, in the end, even the simple task of choosing a restaurant becomes a tedious undertaking. <\/p>\n\n

We\u2019ve already addressed the issue of responsibility in curation and the central role of expertise in selecting places, hotels, restaurants, and museums that align with expectations; so we turn to AI to find an answer\u2014an AI that knows me and generates what it deems to be the best answer for me. But how does it do that? What has it learned, and how does it operate as it processes billions of responses to the most diverse questions? I asked Edoardo Colombo for his thoughts on this point, specifically in relation to \u201coffbeat\u201d destinations, and here are some of the most interesting insights: \u201c Does generative artificial intelligence, with its promise of hyper-personalization, truly help travelers discover new destinations, or does it simply repackage the same well-established destinations in a more sophisticated way?<\/em> AI does not eliminate segmentation<\/em>,<\/em><\/strong> It makes it more refined and more subdued, but it serves the purpose of conversion, not distribution.<\/em> A concrete risk is one that can be defined as <\/em>personalized mass production<\/em><\/strong>: millions of itineraries described as \u201ctailor-made,\u201d but which statistically all lead to the same popular destinations.<\/em> AI doesn’t eliminate segmentation; it radicalizes it\u2014shifting from stable targets to <\/em>fluid algorithmic tribes<\/em><\/strong>, inferred in real time\u2014but this fine-grained segmentation is not currently designed to distribute the data streams.\u201d<\/em><\/p>\n\n

As you can see, the cluster-generation system doesn\u2019t change; it simply becomes increasingly specific and is presented as an improvement in personalization. But as we can see, the challenge now\u2014especially for destinations\u2014is to become part of the narrative<\/strong>, and thus provide useful information for the individual traveler, who is unconsciously placed within a new digital tribe deemed consistent with the traveler seeking that very information. We have thus moved from a voluntary travel tribe to one that is assigned to this fluid, algorithmic tribe<\/strong>. <\/p>\n\n

At this point, the question is: What will the tourism industry do to address these changes, and how will tribal membership evolve in the future? We\u2019ll try to provide some answers with the help of the many speakers at the upcoming edition of BTO. <\/p>\n\n

I\u2019d also like to introduce another thought: the \u201coffbeat\u201d concept\u2014 thinking outside the box<\/em> \u2014is, in fact, also a recognition of BTO\u2019s unique character. It\u2019s an event entirely different from any other in Italy, organized on a nonprofit basis, and has always been far removed from the traditional approach to conferences and meetings. Our goal is to remain firmly grounded in technical topics, taking great care to avoid the oversimplifications and generalizations so prevalent in the tourism sector. It features a distinctly different scientific model (with over 95 members on the advisory board) and a program carefully tailored to the training needs of our companies. This is precisely why we can call it a decidedly \u201coffbeat\u201d event. <\/strong><\/p>\n\n

<\/div>\n\n

How will the tourism industry respond to these changes, and what does the future hold for traveler tribes? To explore perspectives and solutions across these four topics, we look forward to seeing you at <\/em>BTO \u2013 Be Travel Onlife<\/em><\/strong>. The event will take place in Florence on November 10 and 11, 2026.<\/em><\/p>\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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