In a recent LinkedIn post, Thomas Hoon explores how a human-centric customer service strategy is enabling Trip.com Group to carve out a competitive advantage in the global travel market, even as many tech companies pivot towards AI automation. Hoon highlights that Trip.com employs a substantial workforce of 20,000 customer service agents, an approach he terms an “old-school strategy” that directly contrasts with the prevailing trend of replacing human roles with artificial intelligence.
The “China Advantage” in Customer Service
Thomas Hoon points out that Trip.com’s extensive customer support operation, offering 24-hour assistance in 35 languages, is a direct result of the intense competition within China’s online travel sector. He elaborates on the market’s demands:
“China’s online travel market is one of the most competitive in the world. Millions of travellers book flights, trains and hotels every day. When something goes wrong, customers expect immediate solutions.”
This high-pressure environment, as Hoon details, compelled companies like Trip.com to build robust customer service capabilities. What initially served as a necessity for survival in a demanding domestic market has evolved into a significant global competitive differentiator.
Human Service vs. AI: A Strategic Choice
Hoon contrasts Trip.com’s approach with the widespread adoption of AI. He emphasizes the value of human interaction for complex issues, stating:
“If your flight gets cancelled at 3 a.m., a real person answers the phone. Not a chatbot. Not an automated workflow. A human who can actually solve the problem.”
While acknowledging that these human agents are supported by AI tools to enhance efficiency, Hoon suggests that the primary customer experience is driven by human problem-solvers. This strategy allows Trip.com to compete not necessarily on price, but on the quality of service provided.
Exporting Operational Scale
The insights shared by Thomas Hoon underscore a broader trend he identifies as the “China advantage.” This refers to the powerful global capabilities that companies develop by navigating and succeeding in one of the world’s most challenging consumer markets. According to Hoon:
“Today Trip.com exports that capability overseas. Thousands of agents. Round-the-clock support. Deep localisation for each market. Huge difference for local users.”
This operational scale, born from intense domestic competition, allows Trip.com to offer localized, high-touch customer support in its international markets, creating a distinct advantage over competitors who may rely more heavily on automated or less localized support systems.
The Future of Customer Service
Concluding his analysis, Thomas Hoon poses a pertinent question about the future role of human interaction in customer service:
“In an AI-driven world, will human service become a luxury advantage?”
His post suggests that for companies like Trip.com, prioritizing human service, particularly when forged in demanding markets, can indeed be a powerful and differentiating strategy in an increasingly automated global landscape. Hoon, who has lived and worked in China for 13 years, uses his experience to highlight how these intense domestic competitive pressures shape companies for global success.
📝 About This Content
This article is based on insights shared by Thomas Hoon on LinkedIn.
📅 Originally posted on March 9, 2026 | View original post on LinkedIn →