As someone who’s spent years helping airlines evolve their retail offering, I’ve always looked at what’s happening in parallel industries. What we’re seeing right now in retail and hospitality – particularly on the high street – is a wave of innovation driven by shifting customer behaviour and accelerated by necessity. And it’s packed with insight for our sector. 

In response to the pandemic, many retailers had no choice but to rethink how they served customers. They embraced technologies and strategies that may once have seemed too complex, too niche, or too risky. Consumers, for their part, adapted fast – embracing mobile ordering, contactless payments, and flexible delivery options. Now, those changes have set new expectations. This, to me, is a signal for the airline industry to act. 

There’s an old phrase I keep coming back to: in adversity lies opportunity. The brands that moved early on digital transformation – not just at the point of sale, but across the entire fulfilment journey – are now reaping the benefits. With better data, more flexible ordering, and tools that convert customers into communities, they’re building stronger, more profitable relationships. 

That got us thinking: how soon before these expectations start to define inflight retail too? 

New payment habits, new expectations  

Even before Covid-19, card was overtaking cash – and contactless was overtaking chip and PIN. Since the pandemic, that shift has accelerated. In North America, for example, contactless use rose by 40% over swipe, and cash-to-card transactions jumped 87%. Customers now see these methods as safe, quick and reliable – and, more importantly, they expect them. 

We’re also seeing a rise in digital wallets, “Buy Now, Pay Later” tools, and app-based loyalty schemes that turn payment into something more engaging. The retail transaction is no longer just about the product – it’s about what value can be added around it. Cashback, rewards, instalment plans for smaller purchases – these features are fast becoming part of the new normal. 

The shift towards seamless ordering   

Here in the UK, 75% of customers say they’re more likely to complete a purchase if ordering is flexible and easy. This trend is no longer confined to restaurants or delivery apps. On the high street, we’ve seen significant growth in kiosk ordering, click-and-collect and app-based fulfilment. Some operators report increases of 20–30% in average transaction value (ATV) as a result. 

These are learnings we can’t ignore. In the air, why are we still making passengers wait for the trolley to pass – only to find their preferred item has sold out? Pre-flight ordering and in-seat browsing aren’t futuristic concepts anymore. With connectivity improving and passenger expectations rising, I believe we’ll soon reach a tipping point where customers expect the same seamless experience onboard as they do elsewhere. 

Making it easy means making it work   

One of the most overlooked barriers to inflight sales is friction – ordering delays, out-of-stocks, language gaps or payment issues. With the right tech, we can remove most of that friction. Smartphones are now the default transaction device for millions. When passengers can order in their own language, see exactly what’s available, and pay how they prefer – conversion improves. It’s not a theory, it’s been proven time and again in retail and hospitality. 

Cabin crew aren’t salespeople by trade. They already do an exceptional job. So we should be designing systems that support them, not add to their workload. Replacing printed brochures with intuitive digital interfaces isn’t just more efficient – it reflects the world customers are used to. And when you link this to booking systems and passenger profiles, the opportunity grows. 

The journey doesn’t begin at take-off  

This is the big shift. Airlines have the chance to rethink the customer journey as starting far earlier – and extending well beyond landing. The moment a passenger books, there’s potential to understand more about their preferences, their travel habits, their buying patterns. And if we use that data respectfully and intelligently, we can create offers that feel relevant, useful and timely. 

For me, that’s what digital retail is really about – not pushing products, but creating relevance. Passengers don’t just want to browse what’s in stock – they want to feel like it’s for them. Low-alcohol options. Allergen-aware meals. Ethical skincare. Seat upgrades. Excursion add-ons. These are all part of the inflight retail future if we align systems and strategy. 

Data only works when it connects   

There’s no shortage of data in our industry – but there is often a lack of connection. Booking systems, EPOS, loyalty platforms, inventory systems… they all gather valuable insight, but how often are those insights actually used together? 

At Versilia, we’ve seen firsthand how bringing this data together – and putting it to work in real time – can transform retail performance. Destination-led content. Targeted product ranges. Pricing strategies that flex by route or time of day. All of it becomes possible when you treat retail as an integrated part of the passenger journey, not an add-on. 

It’s not just about the sale – It’s about the relationship   

When a customer downloads your app or logs onto onboard Wi-Fi, that’s a moment of trust. It’s a chance to engage beyond a one-off sale. Flexible loyalty schemes, integrated payment and booking journeys, and personalised experiences are no longer difficult to implement. They’re simply being underused. 

It’s easy to say this is a cultural challenge – and yes, innovation is tough. But we’ve already seen what’s possible. Airlines are operating in a different world post-pandemic, and with cost pressures and margin targets more important than ever, now is the time to explore smarter, leaner, more engaging retail models. 

So, what’s next? 

For me, this all comes down to mindset. Are we still making retail decisions based purely on historical sales data – or are we ready to respond to how customer expectations have evolved? 

I believe the airlines that will thrive in the years ahead will be the ones that treat retail as a strategic advantage, not just a service line. And the good news is, the tools are already there – we just need to start using them better.