ai George's route to the U.S. cruise
industry has been a circuitous one. The president of Raleigh,
N.C.-based Cruise Network was born in India, raised in the Middle
East, went to college in the U.K. and came to study in North
Carolina in 1989, where he has made his home.
His career path is as varied as the places he has called home.
George refers to himself as a "jack of all trades," with an
expertise in marketing, technology and sales. He owns an Internet
technology (IT) company that creates software for companies both
large and small. He also is a partner in a firm that sells durable
medical equipment, and just over a month ago he launched a
marketing company that teaches its clients how to use the Internet
as a business tool.
It should come as no surprise, then, that George, by combining
his technology, marketing and sales skills, has been at the helm of
a multimillion-dollar cruise-only agency for more than five
years.
His entry into the travel industry came in 1998, when his wife,
Lisa, was pregnant with twins. "She wanted to work from home,"
George said. "Lisa told me, 'Jai, you know marketing and you're a
Web master. Why don't you help me open a travel agency?' "
They decided to launch a cruise company that lured customers
through the Web but made the bookings over the phone. The couple's
interest in the cruise industry piqued when friends returned from a
cruise raving about the experience.
At the time, George was heading up the IT company and a
technology head-hunting firm, which is now defunct. Jai and Lisa
began making cold calls, and George used his technology expertise
to create a database from those calls.
Several months later, when the couple's twins were born -- the
Georges are the parents of a boy and a girl -- Lisa decided to
become a full-time mother. George moved the agency to an
outside-office location and hired three employees.
"I didn't hire travel agents. I hired salespeople with sales
experience," he said.
George knew he could tailor the skills of veteran salespeople to
the needs of the agency. "We fine-tune their sales skills to fit
our business model," he said. "If, for instance, we hire a person
who is great for sales, but that person has a habit of talking too
much, we train them on how to stop talking and listen more."
He also relies on Cruise Network's preferred suppliers to help
train his sales force. In fact, George credits the agency's top
three preferred suppliers, Royal Caribbean International, Celebrity
Cruises and Carnival Cruise Lines, with playing a crucial role in
the agency's success. "They have given us the opportunity to get to
know them -- and we truly are partners," he said.
George has also educated employees at the IT and medical
equipment companies about cruising. They, in turn, are trained to
qualify their clients who might, and sometimes do, book with Cruise
Network.
Unlike some Internet travel agencies, Cruise Network does not
concentrate on selling rock-bottom cruise fares.
"I know some of our competitors are giving cruises away," said
George, "but we don't follow that strategy. I understand what type
of client is valuable to us and why we can be valuable to them.
"And we absolutely sell up more times than not," he said. "If
you have a friendly salesperson who is actually teaching you what
you want, you don't mind paying extra."
The agency clearly is doing something right. George would only
say that the Cruise Network's sales volume is in the millions and
has increased by 25% to 30% each year.
When asked how he juggles the responsibilities of several
companies, George points out that he knows how to hire excellent
staff -- a skill he learned from his days as a headhunter.
"If a company was looking for someone top-notch, in the
six-figure range, they came to us," he said. "We found those truly
unique individuals who are virtually impossible to find. It had to
be a 100% match."
The concept of a 100% match, in George's view, holds true when
it comes to selling cruises, as well. "I try to understand the
mindset of the buyers," he said. "I put myself into the buyers'
shoes. If I can provide exactly what they need, they'll come to
buy."
The Perfect Itinerary
Exploring Sicilian piazzas and palazzos
lare Seyer, a leisure travel
consultant at Poe Travel in Little Rock, Ark., is an expert at
designing high-end itineraries that focus on history and culture.
The itineraries sometimes include visits with royalty -- as this
one does. Seyer works with a highly specialized tour operator to
fine-tune this type of vacation. This five-night Sicily itinerary
is a portion of a longer vacation.
Day 1
Clients tour Taormina with a local driver and guide. A highlight of
the tour is a visit to the town's impressive Greek theater. Clients
stay at the 111-room San Domenico Palace in Taormina, a converted
monastery dating to 1430. The venue for dinner is the hotel's
restaurant, Les Bougainvillees, which offers international
cuisine.
DAY 2
Clients take a day trip to Syracuse to tour the ancient city. The
trip will include a visit to a renowned palace whose owners, a
baron and baroness, will host travelers. They also visit the
historical center of Catania, including a private visit to Palazzo
Biscari, which can only be visited by private arrangement.
DAY 3
Travelers depart for a two-and-a-half-hour drive to Palermo. En
route they visit Piazza Armerina for a visit to the massive Roman
Villa, with its perfectly preserved mosaics. Clients stay at
Palermo's five-star Grand Hotel Villa Igiea, with 110 rooms and six
suites. In the evening they visit a prince and princess in a
Palermo palace for drinks.
DAY 4
An excursion to Segesta includes visits to such sites as an
unfinished fifth century B.C. Doric temple and a third century
amphitheater. Back in Palermo, travelers stop for tea at the 18th
century villa of a baron and baroness. The site for dinner is the
Villa Igiea's restaurant, Sala Specchi, which offers Sicilian and
international dishes.
DAY 5
A morning tour focuses on Palermo's Arab-Norman architecture and a
visit to the city's bustling Vucciria market. Seyer suggests lunch
at the Michelin-rated Regine, which she described as "an elegant
and refined restaurant serving fresh fish dishes." In the
afternoon, clients visit the city's Monreale Cathedral, which was
constructed in the late 12th century by William II. Seyer
recommends dinner at La Scuderia, another Michelin-rated
restaurant. "It's located in a beautiful, historical location and
serves traditional southern Italian cuisine," she said.
Hand in Hand
Cruise line, agency hold 'Vacation Month'
ravel agents can always sell
more cruises, particularly if their supplier partners are willing
to lend a hand to help boost business.
"We realized we could do better," said Jeff Austin, president of
Melville, N.Y.-based Austin Travel, when it came to booking Royal
Caribbean International cruises.
Austin and Roz Resnick, Austin's vice president of leisure
travel, discussed ways in which the agency could elevate its Royal
Caribbean booking numbers with the line's sales executives. After
much brainstorming, it was decided that the best tack to take would
be the implementation of a Royal Caribbean Vacation Month promotion
at the agency in April.
The campaign, said Austin, was multi-faceted and included the
promotion of specific sailings, agent training, luncheons and ship
inspections as well as tours of the Cape Liberty facility in
Bayonne, N.J., which serves as a homeport for Royal Caribbean ships
sailing to Canada/New England and Bermuda.
Although the promotions were intended to boost sailings across
the board, Royal Caribbean and Austin were also focusing on
specific itineraries, such as the Voyager of the Seas' five-night
itineraries from Cape Liberty to Canada/New England.
The campaign featured a Royal Caribbean
Pick of the Week cruise that was prominently featured on Austin
Travel's Web site. The agency also undertook a search engine
optimization program, including paid placements, which drove
prospective passengers to the Austin Travel site -- and prominently
featured Royal Caribbean promotions, said Austin.
Sheri Pasternak, the cruise line's key account manager for the
East, traveled to Austin Travel's offices to conduct the
educational seminars and host the agent appreciation lunch. Each
cabin booked earned agents a Royal Caribbean logo item, she
said.
"Austin Travel has been an extremely supportive key account,"
said Pasternak.
Austin Travel also offered agents incentives to book Royal
Caribbean, including cash awards of $10 to $30 per cabin. Retailers
who booked balcony cabins received an extra $5, she said.
The cooperative effort paid off for both Royal Caribbean and
Austin Travel, Resnick said. "The agents were really into it -- and
we made a lot of bookings."
Hand in Hand highlights successful examples of agents and
suppliers working together. Send suggestions to Agent Life editor
Claudette Covey at [email protected].
Marc My Words
Keeping your best clients
othing is more important to your bottom
line than happy, loyal clients. They account for a large percentage
of your profits, and their word-of-mouth advertising extends their
value even further. Here are five keys that should enable travel
agents to retain their best clients and preserve a constant stream
of repeat business.
1. Make every client a best friend. Of course,
travel agents can't do that literally, but they should certainly
treat every client the same way they would treat their best
friend.
Go out of your way for them, offering those little extra
services that communicate to them that you really care about their
needs -- travel and otherwise.
2. Be an expert. Unless you want to be
considered someone who merely makes airline reservations, you need
to cultivate specialized knowledge and expert skills.
It's your expertise, product awareness and destination knowledge
that make you valuable to your clients -- who might otherwise
simply book all of their travel on the Internet.
3. Surpass expectations. Go the extra mile to
make sure your client's vacation is the experience of a lifetime.
For your best customers, a bon voyage gift would reflect your
thoughtfulness. Do an unexpected kindness and you'll reap far
greater rewards.
4. Keep every promise. Never make a promise you
can't keep. Reliability is the cornerstone of good client-agent
relationships.
If you promise to call back within the hour, do it. A broken
promise can mean a broken relationship.
5. Follow-up every time. When your clients
return from their vacation, they should receive a thank-you note or
a phone call. Every trip. Every time.
Marc Mancini is one of the industry's best-known speakers
and consultants. He teaches at West Los Angeles College.
5 Things
Choosing a host agency partner
1. Find out if the agency has a good track
record in dealing with outside sales agents. "Are you dealing with
neophyte or veteran agencies?" asked Gary Fee, president of the
Outside Sales Support Network (OSSN) in Jupiter, Fla. "Ask your
friends which agency they use and why they do business with that
agency." Other areas to investigate include ascertaining the size
of the agency, which associations it belongs to and what its travel
specialties are. "There's nothing worse for an agent who loves
selling cruises to align with an agency that specializes in
motorcoach tours," Fee said.
2. Determine what type of accounting program
and pay structure the agency partner uses. Fee recommended that
retailers find out if they provide commission-due statements. "Are
they a member of a consortium or franchise?" If they are it
probably means more overrides -- and more money, Fee said. He also
recommended that agents determine what type of training programs
and commission structure the agency offers.
3. Find out if the agency has an outside sales
supervisor, or "mother goose," who is responsible for coordinating
outside sales people, Fee said. "The agent can then deal with that
one individual instead of everybody," said Fee, adding that such a
person can assist the agent with marketing and sales ideas.
4. Assess what type of technology programs,
including booking tools, the agency uses. Fee advised agents to
determine whether the agency in question uses GDS or Web-based
technology. "Do agents have to use encryptic formulas?" Fee asked.
"Determine if the agency has software that lets you work quickly in
a graphical environment."
5. Interview the agency's staff. "Find out if
they feel positive about working with outside, independent
contractors," said Fee. "If there are people in the agency who
don't like working with independents, then you're going to have a
problem."