THE CLIENT
Sabre Holdings brought together travel technology businesses serving suppliers, agencies, corporations and travelers. Its hotel-related services had grown through acquisition, creating a collection of brands with overlapping offerings and separate customer relationships.
THE CHALLENGE
Customers could not easily see which businesses belonged to Sabre, understand the full range of available services or know where to find them. Internally, teams also lacked a clear view of what other Sabre businesses offered.
The architecture needed to make the portfolio easier to navigate, support cross-selling and accommodate future growth while respecting the equity of established brands.
THE SOLUTION
I combined management interviews, 24 customer/prospect interviews, a 104-respondent online survey and competitive analysis to assess how the portfolio was understood.
I mapped the existing brand relationships and developed a future architecture organized around audiences, with consistent service categories across supplier businesses. The maps made the fragmentation visible and showed a clearer way to connect customers with relevant services.
For the hotel portfolio, I recommended unifying the offering under Sabre Hospitality Solutions and organizing services around customer benefits: effective marketing, reliable distribution and sales, efficient operations and unwavering loyalty.
A phased transition plan addressed the different levels of equity in existing names, retaining familiar product names during the transition where appropriate. I also outlined how a coordinated solutions team could help customers access expertise across the portfolio.
Sabre accepted my proposed solution, establishing a direction for clearer brand relationships and a more coherent customer-facing offering.
The work shown was completed under Transparency, the prior operating DBA name of Canal Branding.
