Breeze Airways and More Airlines Step Up Corporate Travel Growth Through TMC, NDC and Technology Partnerships

Breeze Airways and More Airlines Step Up Corporate Travel Growth Through TMC, NDC and Technology Partnerships as Carriers Race to Make Business Travel Easier, Faster and More Connected for Global Companies. Breeze Airways and more airlines are accelerating corporate travel growth through TMC, NDC and technology partnerships, making business bookings easier, faster and more connected.

Breeze Airways and more airlines are stepping up corporate travel growth through stronger TMC, NDC and technology partnerships. As a result, business travel is becoming easier, faster and more connected. Meanwhile, carriers are moving beyond traditional distribution alone and expanding through direct connections, APIs, booking platforms and modern retailing systems. Therefore, travel managers can increasingly access richer airline content and improved servicing.

Airlines also see these partnerships as a way to reach more corporate customers. From Breeze Airways to major global carriers, the strategy is clear. Better technology can simplify travel booking, reduce complexity and improve access. Ultimately, this transformation could reshape corporate travel and tourism.

Airlines including Breeze Airways, SAS, British Airways, Iberia, Qatar Airways, Air France-KLM, Air India, Aeromexico, Etihad Airways, Emirates, Air Canada, LOT Polish Airlines, Saudia and Royal Jordanian are strengthening their corporate travel strategies by making airline content easier for travel managers and TMCs to find, book and service through NDC, GDS platforms, direct connections and modern technology partnerships.

The industry is increasingly shifting towards a multi-channel distribution model in which airlines combine traditional booking systems with APIs, direct corporate connections and technology platforms, while seeking richer content, competitive fares and smoother post-booking servicing for business travellers.

The change is significant for the wider travel and tourism industry because airlines are competing not only through routes, schedules and fares, but also through how easily their products can be accessed within corporate booking ecosystems. Research into airline distribution shows that modern retailing has become increasingly important as TMCs, travel managers and corporate buyers demand integrated access to content, ancillary products, negotiated fares, changes, cancellations and other servicing capabilities across multiple markets.

Why Is Corporate Travel Becoming a Bigger Strategic Priority for Airlines?

Corporate travel remains an important opportunity for airlines because business passengers often require flexibility, frequent connectivity, efficient booking processes and reliable servicing, creating a strong incentive for carriers to improve how they work with travel managers and TMCs. The modern strategy is increasingly focused on ensuring airline content appears within the technology environments already used by managed travel programmes, rather than expecting every corporate customer to leave their preferred booking workflow and search through a separate channel.

This shift also has implications for tourism, as stronger business connectivity can support conferences, trade exhibitions, investment, corporate meetings and wider economic activity in destinations, while improved distribution can make it easier for companies to manage travel across domestic and international markets. Airlines are therefore developing distribution strategies that connect aviation more closely with travel technology, TMC operations and corporate procurement requirements, particularly as NDC adoption expands across the global market.

Breeze Airways Expands Its Network With New Cities and Routes

Network growth remains one of the biggest developments for Breeze Airways in 2026, with the carrier continuing to add destinations and strengthen point-to-point connectivity across its system. Its official destination network currently lists 91 destinations, spanning a broad range of US markets as well as international points in the Bahamas, Costa Rica, the Dominican Republic, Mexico and the US Virgin Islands.

The airline’s route strategy continues to focus heavily on nonstop links between cities that may otherwise require passengers to connect through a major hub, creating opportunities for both leisure and business travel. Current Breeze schedules and booking pages show services linking markets across the country, including routes from Atlantic City, Washington, D.C., Tri-Cities, Orlando, Fort Lauderdale and many other destinations, reflecting the scale of the carrier’s expanding point-to-point model.

International Growth Is Broadening Breeze’s Travel Market

One of the most important changes in Breeze’s network is its growing international footprint, which now extends beyond its domestic US operations into Mexico, the Caribbean and Central America. The airline’s official all-cities page lists Cancun, Nassau, Punta Cana, San Jose in Costa Rica and St. Thomas among its international destinations, broadening the choices available to travellers looking for direct services outside the United States.

This expansion gives Breeze a stronger position in leisure travel and tourism while potentially opening additional opportunities for international business travel as its distribution capabilities develop. The inclusion of destinations across popular holiday and regional markets also supports the airline’s wider ambition to connect passengers directly, particularly where nonstop travel can save time compared with traditional hub-based itineraries.

Atlantic City and Florida Feature Prominently in the Expansion Strategy

Atlantic City has become an increasingly visible part of Breeze Airways’ network, with the airline’s current route pages showing connectivity between the New Jersey market and destinations including Tampa Bay and Fort Myers. The carrier’s official Atlantic City page also highlights its premium seating options and high-speed Wi-Fi, illustrating how network growth is being accompanied by efforts to improve the passenger experience.

Florida remains another important component of the airline’s strategy, with Breeze serving a wide range of destinations across the state, including Fort Lauderdale, Fort Myers, Orlando, Pensacola, Tampa Bay, Vero Beach and West Palm Beach. Its live booking pages also show point-to-point routes such as Fort Lauderdale to Pensacola and Orlando to Pensacola, underlining the carrier’s continued focus on direct domestic connectivity rather than relying solely on major hub operations.

Corporate Travel Access Is Becoming Increasingly Important

While Breeze continues to grow its leisure and tourism network, the airline is also strengthening access to its flights for the corporate travel market. Breeze’s official B2B and NDC portal says its flights became live and bookable through the Travelport+ Global Distribution System in October 2025, describing the move as an important step towards expanding its reach and making its nonstop network easier for corporate travellers to access.

This remains strategically important in 2026 because access through professional travel distribution systems can help place Breeze’s flights in front of travel agencies, travel management companies and corporate travel buyers. As companies increasingly seek efficient booking workflows and broader airline choice, the combination of network expansion and improved distribution gives Breeze an opportunity to target new passenger segments while maintaining its core point-to-point identity.

Technology and Distribution Support the Airline’s Next Growth Phase

Breeze’s Travelport+ availability demonstrates how airline growth is increasingly about more than adding aircraft, destinations and routes. Modern travel distribution allows carriers to reach customers through the booking tools and professional systems they already use, which can be particularly important when an airline wants to expand its relevance among corporate travel managers and TMCs.

The airline’s official B2B portal also shows continued development of its technology environment, with updates involving reservation systems, NDC testing and booking-related improvements. These developments indicate that Breeze is building infrastructure alongside its network, a strategy that could help the carrier scale as more destinations and travel markets are added to its portfolio.

Breeze Builds a Broader Travel and Tourism Proposition

The latest official network information suggests that Breeze is creating a broader proposition for the travel industry by combining domestic routes with international destinations and professional distribution access. For tourism destinations, additional nonstop services can improve accessibility and potentially support visitor flows, while business communities can benefit where direct routes reduce the time required to reach smaller and mid-sized markets.

Breeze’s 2026 growth therefore appears to be taking place on several fronts at once, including new route connectivity, international expansion, passenger experience and corporate distribution. With 91 destinations currently listed across its network and flights accessible through Travelport+, the airline is strengthening both its physical presence in the market and its ability to reach customers through established travel technology channels.

What Comes Next for Breeze Airways?

The central story for Breeze Airways is no longer simply how many new routes it can launch, but how effectively it can turn its expanding network into sustainable demand across different traveller segments. Its combination of point-to-point services, growing international destinations and wider corporate travel accessibility could give the airline more opportunities to attract leisure passengers, business travellers and tourism demand as its network develops further.

As 2026 progresses, Breeze Airways will remain a carrier to watch because its official network already reaches 91 destinations and continues to connect markets across the United States and beyond. The next phase of growth will depend not only on where Breeze flies, but also on how successfully it uses distribution technology, corporate travel partnerships and its direct-service model to make those routes visible and attractive to a broader range of travellers.

How Is Breeze Airways Building Its Corporate Travel Strategy?

Breeze Airways is pursuing corporate travel growth by increasing its visibility among travel managers, TMCs and technology partners while making its network accessible through a combination of traditional and modern distribution channels. The airline’s strategy, outlined by Jacob Erlick, Manager Sales & Distribution at Breeze Airways, includes availability through Travelport and Amadeus, direct technology connections, its Breeze Pro booking portal and API-based options designed to give corporate customers flexibility in how they access airline content.

The carrier has also positioned its point-to-point network as part of its business travel proposition, particularly where direct services between smaller and mid-sized cities can help passengers avoid connecting through major hubs. Breeze confirmed in October 2025 that its flights became bookable through Travelport+, describing the move as part of an effort to expand its reach and make its nonstop network easier for corporate travellers to access, while its BreezeCorp Economy fare bundle was developed for corporate booking channels with flexible changes, cancellation and refund features.

Airline focuses on corporate exposure, underserved routes and flexible booking technology at GBTA conference

Breeze Airways is stepping up its push into the corporate travel market, using its growing network of underserved point-to-point routes and a flexible distribution strategy to make bookings easier for travel managers and travel management companies, according to Jacob Erlick, Manager Sales & Distribution at Breeze Airways.

Speaking to Travel And Tour World on day two of the GBTA conference in Chicago, Erlick said the airline’s immediate objective at the event was to increase awareness among corporate travel buyers, technology partners and TMCs. As Breeze continues to grow, he said the airline is seeking to demonstrate both its onboard product and the different ways business travellers and travel buyers can access its content.

Why is Breeze Airways focusing on greater exposure in corporate travel?

Erlick said exposure was Breeze Airways’ major goal at the Chicago conference because the airline remains relatively new to the corporate travel sector. The event provides an opportunity to explain the airline’s product, outline its distribution strategy and show travel managers and TMCs how they can book Breeze.

The face-to-face environment is also important for gathering direct feedback from potential partners and customers. According to Erlick, discussions with corporate travel managers, TMCs and technology partners allow Breeze to receive real-time input while also discussing future requirements as the airline expands.

Breeze now serves 91 cities across the United States, Mexico and the Caribbean, according to Erlick. He said that as the network grows, keeping travel buyers informed about new destinations and travel opportunities is becoming increasingly important.

The airline’s proposition, he explained, is centred on helping passengers reach destinations faster, at an attractive price and with what he described as a strong travel product.

How does Breeze plan to attract more corporate and business travellers?

While Breeze Airways has built significant recognition in leisure markets, Erlick said its route network also creates opportunities for corporate and business travel. The airline operates a point-to-point model and focuses on connecting smaller and mid-sized cities, particularly on routes that may be underserved.

He highlighted examples such as Charleston to Pittsburgh and Greenville-Spartanburg to Tampa. Although passengers on these routes may travel to visit friends or family, Erlick said Breeze is also seeing demand from corporate travellers.

Breeze Airways New Routes Introduced in 2026

Breeze Airways announced and introduced a significant number of new domestic and international routes in 2026, including its first scheduled international services. Below is a consolidated table based on Breeze’s announcements and published network schedules; routes announced for January 2027 are excluded. Some initially planned Jamaica services were later removed before launch.

Route	Start Date in 2026	Frequency / Notes	Market
Norfolk – Cancun	10 January	Initially weekly; increased to twice weekly from 6 May	International
Charleston – Cancun	17 January	Weekly seasonal service	International
New Orleans – Cancun	7 February	Weekly; increased to twice weekly from 6 May	International
Providence – Cancun	14 February	Weekly seasonal service	International
Raleigh-Durham – Punta Cana	4 March	Twice weekly	International
Charleston – Atlantic City	6 May	Twice weekly	Domestic
Louisville – Los Angeles	6 May	Twice weekly	Domestic
Fort Lauderdale – Pensacola	7 May	Twice weekly	Domestic
Louisville – Pittsburgh	7 May	Twice weekly	Domestic
San Antonio – Raleigh-Durham	7 May	Twice weekly	Domestic
Columbus – Greenville-Spartanburg	8 May	Twice weekly	Domestic
Raleigh-Durham – Madison	8 May	Twice weekly	Domestic
San Antonio – Memphis	8 May	Twice weekly	Domestic
Orlando – Brownsville	15 May	Twice weekly	Domestic
Louisville – Hartford	29 May	Twice weekly	Domestic
Fort Lauderdale – Huntsville	12 June	Twice weekly	Domestic
San Antonio – Pensacola	10 June	Twice weekly	Domestic
Raleigh-Durham – Atlantic City	11 June	Twice weekly	Domestic
Tampa – Nassau	11 June	Twice weekly	International
Atlantic City – Orlando	3 July	Six weekly initially; frequency changes later in 2026	Domestic
Pittsburgh – Vero Beach	1 October	Three weekly	Domestic
Atlantic City – Fort Myers	22 October	Three weekly	Domestic
Atlantic City – Myrtle Beach	22 October	Twice weekly	Domestic
Tampa – St. Thomas	16 December	Twice weekly	International
Atlantic City – West Palm Beach	17 December	Three weekly	Domestic
Tampa – Cancun	19 December	Twice weekly	International

These travellers may include contractors visiting customers, employees travelling to locations connected to their companies’ operations or business travellers moving between smaller and mid-sized commercial centres. Erlick pointed to the volume of corporate activity between cities such as Tampa and Pittsburgh as an example of why direct services can appeal to business travellers.

For many corporate passengers, avoiding a lengthy connection through a major airline hub can be a significant advantage. Erlick said the ability to travel directly can reduce the amount of time spent in transit and potentially make business journeys more efficient.

He added that Breeze is trying to make air travel enjoyable again, combining the convenience of direct connectivity with an onboard experience designed to appeal to travellers.

What is Breeze Airways’ distribution strategy for corporate travel?

Erlick said Breeze’s main focus is on where distribution technology is going rather than solely relying on where it has traditionally been. The airline is available through the GDS platforms of Travelport and Amadeus, while also developing direct distribution relationships and other booking options.

According to Erlick, Breeze has direct connections with Navan and Perk, alongside its other distribution channels. These direct connections can help reduce distribution costs, he said, potentially supporting the airline’s ability to maintain competitive pricing.

The airline has also developed Breeze Pro, its direct booking portal for TMCs and travel managers. Erlick described the platform as a straightforward and streamlined environment for accessing and booking Breeze content directly.

The strategy also extends to technology integration. Businesses that prefer to access airline content through an API and incorporate it into their own booking tools can do so, allowing Breeze to offer different distribution options depending on customer requirements.

This flexibility is central to the airline’s approach. Rather than directing every travel buyer towards one booking channel, Breeze aims to meet customers through the technology and booking environment that works for them.

Why does simpler distribution matter to Breeze Airways?

Erlick said keeping distribution systems less complex can help control costs. In his view, greater complexity can increase expenses across the travel booking process, while more direct and streamlined technology connections can create efficiencies.

For Breeze, the objective is therefore not only to provide access to its flights through established GDS channels but also to expand direct and technology-based connections where they make commercial sense.

The airline believes this combination can support two important goals: helping travellers save time through its point-to-point network while also offering attractive fares. The distribution strategy is designed to complement the route network by ensuring corporate travel buyers can access Breeze content through multiple channels.

For travel managers and TMCs, this could mean choosing between GDS access, direct booking through Breeze Pro or technology connections that pull airline content into their existing booking systems, depending on their operational needs.

How Is SAS Using a Direct Connection to Reach Corporate Travellers?

SAS Scandinavian Airlines provides one of the clearest examples of an airline pursuing corporate travel growth through a direct technology relationship with a major managed travel platform. In May 2026, Navan announced a direct NDC integration with SAS, becoming the first TMC to access SAS NDC content through a direct connection and allowing Navan customers to receive airline fares, availability and offers in real time.

The arrangement is intended to improve access to lower fares and a wider range of services while also streamlining post-booking activities such as modifications, disruption management and refunds, all of which are critical to corporate travel programmes. SAS said its modern airline retailing approach is focused on more relevant offers, transparency and value, with the direct Navan connection expanding access to richer content and a smoother experience for corporate travellers across markets including the Nordics, the UK, France, Germany, Ireland and Asia-Pacific, with a US rollout planned.

How Are British Airways, Iberia and Qatar Airways Expanding Corporate Access?

British Airways, Iberia and Qatar Airways are strengthening their ability to reach corporate travel buyers through expanded NDC availability in major travel technology ecosystems. In February 2026, corporate travel platform Atriis announced the launch of NDC content from all three airlines through the SabreMosaic Travel Marketplace, extending access for TMCs and corporate buyers to their airline content at scale.

The development reflects a broader move away from viewing airline distribution as a single-channel operation, with corporate customers increasingly expecting access to modern offers inside their existing travel technology environments. Atriis said the supported airlines offer a full order lifecycle, reinforcing the importance of booking, servicing and post-booking functionality rather than simply displaying fares, while British Airways has also highlighted the need to develop NDC capabilities suitable for TMC and corporate customers through its relationship with Navan.

How Is Air France-KLM Developing Modern Corporate Distribution?

Air France-KLM has been pursuing modern airline retailing through NDC and multiple distribution connections, giving travel sellers and corporate programmes access to richer airline content and services. Its NDC content is available through Travelport+, where connected agencies can access shopping, booking, servicing, private fares, continuous pricing and ancillary products within an integrated workflow.

The group’s corporate distribution reach expanded further in February 2026 when Atriis launched Air France-KLM NDC content through the SabreMosaic Travel Marketplace, with support for shopping, order creation, ancillaries, fulfilment, post-ticketing changes and cancellation. This type of end-to-end functionality is particularly relevant to complex multinational travel programmes because it addresses the operational requirements of TMCs and corporate travel managers rather than treating NDC solely as a new way to purchase an airline ticket.

How Are Air India, Aeromexico and Etihad Airways Reaching Corporate Buyers?

Air India, Aeromexico and Etihad Airways are also using technology partnerships to increase the accessibility of their content to the managed travel sector. The three airlines joined Air France-KLM in Atriis’ February 2026 expansion through SabreMosaic, extending NDC access across Europe, Asia, the Middle East and the Americas and providing TMCs and corporate customers with a broader selection of modern airline content.

For corporate travel programmes, the importance of these integrations lies in the ability to manage more of the journey within a connected environment, including shopping, booking, ancillary purchases, fulfilment and subsequent changes or cancellations. As companies operate increasingly international travel programmes, technology partnerships can help airlines become easier to access across regions, while travel managers gain greater flexibility in selecting airlines without creating disconnected booking and servicing processes.

How Are Emirates and Air Canada Expanding Their Distribution Reach?

Emirates and Air Canada are among the global carriers participating in the growing multi-source NDC ecosystem used by travel sellers and corporate buyers. Both airlines were among the carriers added to Atriis’ wider programme before the February 2026 expansion involving British Airways, Iberia and Qatar Airways, giving corporate travel technology users access to a broader range of airline content and order servicing capabilities.

Both carriers are also represented within Travelport’s expanding NDC airline ecosystem, which lists a growing range of capabilities including NDC offers and, depending on airline and market, functions such as private and corporate fares. Travelport says its NDC platform supports more than 26 airlines, underlining how technology providers are increasingly acting as a bridge between airline retailing strategies and the operational needs of agencies, TMCs and managed travel programmes.

How Is LOT Polish Airlines Expanding International Corporate Distribution?

LOT Polish Airlines has focused on widening the international availability of its NDC content through Travelport+, providing access to agents across a large geographical footprint. According to Business Travel News, LOT’s NDC content became available to Travelport Plus-connected agents in June 2026, with the initial rollout covering 63 countries across Europe, North America, Africa, Asia, Australia and the Middle East.

The breadth of this rollout demonstrates why distribution technology has become a central component of corporate travel growth, as an airline can expand its commercial accessibility across numerous markets without building separate booking relationships with every agency and travel programme. For international tourism and business travel, wider distribution can also support corporate movement between markets by making carrier content visible within systems already used by professional travel sellers.

How Are Saudia and Royal Jordanian Using NDC to Expand Travel Access?

Saudia and Royal Jordanian have also expanded their NDC presence through Travelport, highlighting how Middle Eastern airlines are participating in the wider modernisation of travel distribution. Travelport added Saudia’s NDC content to Travelport+ in April 2026, while Royal Jordanian’s NDC content became available through the platform in May, initially covering the United States and the United Kingdom with additional market expansion expected.

These developments are important because corporate travel is increasingly international and requires airline content to be accessible across multiple countries, currencies and agency environments. By working with established technology providers, airlines can potentially improve their visibility among TMCs and travel managers while offering modern content through familiar professional booking workflows, supporting broader commercial connectivity alongside leisure travel and tourism demand.

Which Other Airlines Are Building Modern Corporate Distribution?

The wider movement extends beyond the airlines highlighted individually above, with Travelport’s NDC ecosystem including carriers such as American Airlines, Lufthansa Group airlines, United Airlines, Singapore Airlines, Finnair, TAP Air Portugal, Qantas and others. Amadeus reported that NDC-sourced content from 35 airlines was available through its Travel Platform by the end of 2025 and was being consumed by 50,000 travel sellers across 168 markets, demonstrating the scale at which airline distribution is moving into modern retailing technology.

Amadeus also reported that Breeze Airways, Frontier Airlines, JetSMART and Viva were among carriers that chose its Travel Platform during 2025 to expand reach and improve yield cost-effectively, while agreements signed during the year included airlines such as LATAM Airlines and Riyadh Air. This indicates that modern distribution is not limited to the largest global network airlines, as newer and low-cost carriers are also using technology platforms to improve access to their products and potentially increase relevance within business travel ecosystems.

What Does This Mean for the Future of Corporate Travel?

The strongest industry trend is the transition towards a multi-channel distribution model in which airlines combine GDS participation with NDC, direct connections, APIs, aggregators and proprietary booking platforms. This approach allows airlines to maintain access to established travel seller networks while simultaneously developing more direct and flexible ways to distribute offers, pricing and ancillary products to corporate customers.

For travel managers, the ultimate test will be whether these technologies genuinely reduce complexity, improve fare choice and make post-booking servicing easier, because corporate travel programmes need operational reliability as much as they need attractive prices. The expansion of full order lifecycle capabilities and direct TMC connections suggests the industry is increasingly addressing that challenge, with airlines recognising that technology partnerships are becoming as important to corporate growth as network expansion and onboard products.

What Does Anup Kumar Keshan Say About This Airline Shift?

“Anup Kumar Keshan, Editor-in-Chief of Travel And Tour World, believes this transformation represents a highly positive moment for the global travel industry because airlines are finally recognising that modern corporate travellers and travel managers need flexibility, transparency and technology that works seamlessly across the entire journey. The growing collaboration between airlines, TMCs, GDS providers and technology companies can create stronger choice, better servicing and more competitive travel options, while supporting international business connectivity, tourism growth and economic opportunities. Breeze Airways and other carriers embracing direct connections and modern distribution are helping build a smarter, more accessible and increasingly customer-focused future for aviation.”

The positive development is that airline competition is expanding beyond the aircraft and airport into the technology environment where travellers and companies actually make purchasing decisions. If airlines continue improving content access while maintaining dependable servicing, transparent pricing and practical corporate booking tools, the result could be a more efficient travel marketplace that benefits airlines, TMCs, travel managers, business travellers and the wider tourism economy.

What does Breeze Airways want travellers and travel buyers to take away?

Erlick’s final message was that Breeze Airways wants to make travel a better overall experience. He said the airline has received industry recognition, including awards from Travel + Leisure, and noted that Breeze was recently named among TIME’s top 100 companies, which he described as a significant achievement for the airline.

However, his broader message focused on the airline’s identity and proposition. Breeze aims to position itself as flexible, affordable and enjoyable while continuing to expand its network and build stronger relationships with the corporate travel community.

Breeze Airways and more airlines are making corporate travel growth a major strategic priority through TMC, NDC and technology partnerships that improve access, choice and booking efficiency for global business travellers.

Airlines are increasingly combining traditional GDS distribution with direct connections, APIs and modern retailing platforms, giving travel managers more ways to find, book and service airline content.

Technology partnerships with TMCs are becoming increasingly important because corporate travel buyers want richer content, competitive fares, simpler workflows and reliable support for changes, cancellations and disruptions.

This distribution transformation benefits airlines by improving visibility while helping companies manage travel more efficiently, strengthening connectivity for business, international commerce and the wider tourism economy.

Ultimately, the airline race is no longer only about routes and fares, because the carriers that are easiest to access, book and service could gain a stronger position in corporate travel.

The GBTA conference has given the airline an opportunity to communicate that strategy directly to travel buyers and industry partners. As Breeze grows across the United States, Mexico and the Caribbean, its next challenge will be increasing awareness among corporate travellers and ensuring its content is accessible through the distribution channels and technology platforms they already use.

For Breeze Airways, the corporate travel opportunity appears to lie not only in competing for traditional hub-to-hub business traffic, but also in connecting business travellers between smaller and mid-sized cities where direct services can save time. By combining point-to-point routes with GDS participation, direct connections, its Breeze Pro portal and API-based access, the airline is building a distribution strategy around flexibility, lower complexity and broader access for the corporate travel market.

Airlines face growing demand for simpler corporate travel booking and better access to modern airline content. Answer: Breeze Airways and more carriers are expanding TMC, NDC and technology partnerships to reach travel managers and business travellers more effectively. Reason: Corporate customers increasingly need integrated booking, competitive fares, ancillary options and reliable servicing within the platforms they already use. Consequently, airlines are combining GDS systems with direct connections, APIs and modern retailing technology. This approach can improve visibility, streamline distribution and reduce unnecessary complexity. Therefore, the shift is driven by competition, digital transformation and the need to make corporate travel more efficient across global travel and tourism markets.

Frequently Asked Questions

Which airlines are actively expanding their corporate travel distribution strategies?

Breeze Airways, SAS, British Airways, Iberia, Qatar Airways, Air France-KLM, Air India, Aeromexico, Etihad Airways, Emirates, Air Canada, LOT Polish Airlines, Saudia and Royal Jordanian are among the airlines highlighted for expanding access through NDC, GDS platforms, direct technology connections and corporate travel partnerships. Many other carriers, including American Airlines, Lufthansa Group airlines, United Airlines, Singapore Airlines and Qantas, also participate in major modern distribution ecosystems.

What is the main reason airlines are working more closely with TMCs and travel managers?

Airlines want their fares, products and services to be easier to access inside the booking tools used by managed travel programmes, while TMCs require reliable shopping, booking and servicing capabilities. Direct connections and NDC can also provide richer content, broader offer availability and, in some cases, lower-cost or more streamlined distribution, making these partnerships increasingly important for both airlines and corporate customers.

How does Breeze Airways differ from larger global airlines in its corporate strategy?

Breeze combines corporate distribution development with a point-to-point network that focuses on direct connectivity, including smaller and mid-sized cities, while also using GDS access, direct connections, a dedicated Breeze Pro portal and APIs. Larger global airlines often have more extensive multinational distribution networks, but the underlying strategic objective is similar: making airline content easier for corporate buyers to discover, book and manage.

Why is NDC important for the travel and tourism industry?

NDC is important because it can enable airlines to distribute richer and more dynamic content, including fares, ancillary services and personalised offers, through modern technology connections. For travel and tourism, broader access to airline content can improve choice and connectivity, while better integration with TMCs and booking platforms can make corporate travel programmes more efficient and help support international business movement.

Will traditional GDS platforms disappear from corporate travel?

The current evidence points more towards a multi-channel future than the disappearance of GDS platforms, as airlines such as Breeze Airways continue to combine GDS distribution with NDC, direct connections and APIs. Technology providers themselves are increasingly incorporating NDC into their platforms, meaning corporate travel distribution is evolving towards integrated access to both traditional and modern airline content rather than an immediate replacement of one system by another.