And how easy then is it to sort of get into the Western distribution and what you can do over here?

So for us, our roots are in the Asian market, as I mentioned earlier.

We built that through Ctrip and the China platform that we had that started in 1999.

And then as we kind of came through the 2000s, we then acquired the trip.com brand and kind of built that from the ground up for the international traveler.

So that is specifically tailored to be more localized and relevant in those local markets.

rather than just a kind of a translation language and the local currency kind of put into it.

Because again, like you say, the way that a customer books in one market will be different from how a customer wants to book in a different market or is used to book in a different market.

The customer service can obviously be delivered very well, but any plans to sort of extend some of the supply relationships you've already got using the AI in the coming 12 months?

Yeah.

Um, so from our perspective, it's making sure that we're able to kind of use AI in that scalable, uh, and efficient way, um, but at the same time make sure we're, we've got those guardrails ourselves.

But also helping to kind of, uh, set a benchmark for the industry to kind of say, "Well, this is how we're using AI and a, a human kind of mix in, in all of those kind of different areas."

Yeah.

Um, but they can't capture everything.Um, and again, um, for inbound markets, that's when our kind of strength comes through.

So for us, it's kind of sitting down, understanding what the airline strategy is and how can we find that solution.

Yes, airlines want a direct traveler.

They can create loyalty.