Ever feel like you are the only travel agent left who isn't
designing special-interest tours?
Getting started can be daunting. Agents need to learn how to
create itineraries, establish supplier contacts, select tour
leaders, set pricing and market the product.
"These are skills that often are not taught in travel and
tourism courses," said Anne Brobyn, director of Toronto-based
Hibiscus International.
The company designs educational tours for such companies as
Boston-based Elderhostel and teaches the basics of creating
tours.
Brobyn, a former counselor and college professor, founded the
company 13 years ago while living in the Caribbean and designing
her own tours.
When Brobyn
began looking for tour leaders, she found plenty of candidates, but
few with the required skills.
She began an in-house training program, drawing newcomers to the
industry as well as established tour leaders.
Noticing her students struggling with the marketing, sales and
operations of their tour operations, she added those components to
her course.
Brobyn offered these tips to agents:
Pricing. Niche market tours are rarely in the budget category,
so customers should come back from the tour having gotten more than
they expected.Itinerary. Accommodations, meals, activities and events should
impress customers, but they don't have to be expensive. Hand pick
suppliers, put a tour together on site and know every inch of your
tour.Resources. Contact local operators, hotels, restaurants and
transportation companies. If you can't do the work yourself, find
someone who has developed the type of tour you want and join
forces.Quality control. Your company is on the line for liabilities,
so use the best people to avoid fallout from a poorly run
tour.Tour leaders. Since the leaders can make or break a tour, they
should be compensated accordingly. When selecting leaders, keep in
mind the following: Are they prepared to be on call 24 hours a day,
meet the demands of clients and follow through with the itinerary?
Do they know the country and its customs? Are they effective
problem-solvers? Do they have a sense of humor? Do they maintain a
professional manner? Will they keep your group safe and know how to
handle emergencies?Marketing. Make your tour unique and target your market.Teaching tours
Because the eight-day course that Anne Brobyn, director of
Toronto-based Hibiscus International, offers at Humber College in
Toronto is sold out through April 2001, the company is creating
programs in Kingston, Ontario, and Vancouver.
In the U.S., programs are on the drawing board for San Francisco
and Boston.
"As this course has always been market-driven, we are open to
going where there is a need. We need to hear from agents," she
said.
To reach an even wider audience,
Brobyn has designed a series of "Learning Vacations." Created and
escorted by her students, the courses include a hands-on approach
to learning about tours.
A Grapes to Glaciers course, to run Aug. 6 to 19, begins in
Vancouver and includes explorations of the Okanagan Valley, known
for its award-winning wines.
The course ends in Banff, with such activities as nature walks,
hot springs and a cable-car ride.
Another version of the course, called Tapas, Flamenco, Mosques
and Market Stalls, is set for Oct. 5 to 19 and incorporates the
historic south coast of Spain and exotic Morocco.
The course kicks off in the seaside town of Benalmadena, Spain,
and includes stops in Fez, Marrakesh, Casablanca and Tangiers
before ending back in Spain.
For additional information, contact Brobyn at Hibiscus
International at (800) 486-9881 or (416) 534-2299; e-mail
[email protected], or visit the Web site at www.hibiscus.on.ca.
The art of sidestepping
Q:How can I train employees to solve
problems without my help?
A: When an employee comes to you for a
solution, one of the worst responses you can give is the right
answer.
Letting your employees think problems out for themselves trains
them to think through solutions instead of automatically coming to
you.
Teach your
staff to be open to new and different ideas. Teach them to think
through all angles of a situation rather than dictating the first
answer that comes to mind.
By asking instead of telling, you'll transform your agency from
a managers-driven business into one where employees are empowered
to grow.
Q:Is it necessary to have a written
employee handbook?
A: Maybe not. It's important that each of your
employees have a firm grasp on what policies and procedures you
have for your agency. However, many agencies have shied away from
committing policy to writing because state courts have been
treating these policy statements as binding contracts.
But it is important to replace this communication tool with
another method. Some agencies brief employees verbally and ask them
to take notes.
If you decide to issue written guidelines, avoid making strong
promises. Instead of saying the agency "will provide" something,
soften the statement by saying, "the agency, whenever practical,
will provide ..."
Avoid using the word "guarantee" completely. Steer clear of
phrases such as "permanent employee," which can lead to employee
termination disputes.
Include a disclaimer saying this is not a contract and is
subject to modification.
If you have a written handbook, have a labor attorney examine
the document and any revisions you make.
Former agency owner Dan McManus is the publisher of the
newsletter The Successful Worldspan Agent. Contact him at [email protected].