When you get to the ripe young age of 20, you’re bound to collect lots of stories – not only about the past but lessons for the future.
As WiT marks its 20th year in 2025, we turn the spotlight on our community, our tribe pioneers and leaders, to tell their stories and share their views on the evolution of online travel and technology.
We ask them to look back on the past and their early days, reflect on the present and why this moment is pivotal for online travel and get them to imagine the future, the next 20.
This special WiT Studio series, “Conversations On Turning 20”, is the collective story of WiT.
As a Chinese saying goes, 以古为鉴，可以知兴替
“By using history as a mirror, one can understand the rise and fall of things.”
Episode 20: Boon Sian Chai, Managing Director & Vice President, International Markets, Trip.com Group
Boon Sian Chai’s journey into travel wasn’t written in the stars, it started with a chalkboard. “I began as a teacher,” said the Managing Director and Vice President of International Markets at Trip.com Group, recalling his early career. “It was purely by accident that I entered the online travel space.”
But sometimes accidents lead to destinies.
While studying for his MBA in Chicago, Chai was introduced to the world of hospitality by a classmate whose father once helmed Hilton International. Around the same time, he witnessed Expedia rise as a platform of choice in the US and he saw the future. “As a frequent traveller myself, I was fascinated. The shift from offline to online was just beginning.”
What followed was a 13-year run at Expedia, with postings in Hong Kong and a front-row seat to the battle for Asia. “Back then, Agoda didn’t speak to Expedia, and Expedia didn’t speak to Booking. It was a turf war,” he said. “Now, the landscape is very different. There’s collaboration, data-sharing, and even feeding inventory between competitors.”
From West to East: A cultural reset
When COVID hit, Chai made the leap from Expedia to Trip.com. “It wasn’t a long-considered plan. I had moved back to Singapore from Hong Kong, and Trip moved quickly. I interviewed, got an offer within a week, and jumped in.”
What struck him most about working in a Chinese tech company? The sheer velocity.
“In the West, even an MVP had to be 90% ready. In Trip, if it’s working, it ships. They iterate after launch. That was a massive shift for me.”
Another surprise: the openness to learning across functions. “In Trip, if you’re in tech, you’re encouraged to learn about flights, hotels, negotiations – everything. In my previous life, the motto was ‘swim in your swim lane.’ Trip says, ‘explore the ocean.’”
The four pillars: Global growth + inbound China
For decades, the China travel narrative was about outbound. Now, the spotlight is on inbound. And Trip.com is helping drive that shift, with everything from free city tours for first-timers in Beijing and Shanghai, to working with provinces like Chengdu on destination promotion.
“We’re seeing triple-digit growth in inbound,” said Chai. “We’re translating hotel names, training guides, even educating hospitality partners on vegan preferences. It’s about making China welcoming and accessible.”
This focus doesn’t distract from global ambitions. “Inbound is one of four strategic pillars—alongside domestic, outbound, and international,” he explained. “It’s complementary. Once someone experiences the app in China, they’re more likely to use it when they travel elsewhere.”
Service over price: The 5-4-4-3 playbook
One of Trip.com’s most talked-about frameworks is the “5443” formula:
Brand + Service: 5
Tech & Products: 4
Pricing: 3
“Of course, we still have best-price guarantees,” he clarified. “But we believe service and tech are what build long-term loyalty. Our loyal users are okay with a 5-7% price premium because they know we’ll deliver.”
The new travel funnel: From Google to Gen Z
Chai doesn’t mince words when asked about distribution disruption.
“Google will become less relevant, especially in Asia. Social platforms, AI apps, and super apps are already taking over discovery and conversion.”
He cited DeepSeek and YuanBao, AI-powered platforms in China that now guide trip planning through in-depth, conversational interfaces. “We hosted hotel partners from the US and Europe recently. They were stunned by how embedded these apps are in Chinese daily life.”
The real shift, though, may come from the next generation of travellers.
“My nieces and nephews? They book on impulse. They extend trips last minute. They don’t care about hiccups, those are part of the experience.”
To adapt, Chai believes OTAs must become more like video games – tools that let users “play” and personalise. “We need to hand them the controller and let them design their own journey.”
On culture, competition and what’s next
So, what’s the one thing Asian brands need to break through globally?
“It’s not about East vs. West. It’s about blending the best of both worlds. Hire local. Stay open. Be willing to learn and unlearn,” said Chai.
And as for the next 20 years?
“I think we’ll be living in a world that’s both virtual and in-person. Maybe we’ll travel to space. But what won’t change is the need to feel, to taste, to connect. Technology should amplify that—not replace it.”
Spoken like a man who’s seen travel through many lenses and who’s helping shape the lens through which the next generation will explore.
