When agents think of CLIA, they identify Terry Dale, Bob Sharak, and the very popular Bernie and Tom.  But there is another face associated with CLIA, Jim Smith, the Director of Marketing.  And he certainly has been busy with the new enhancements to help travel agents, and the consumer.

TRO: You are certainly a veteran in this business

JS: I’ve been in the industry 39 yrs- Starting in my teens.  From a retail end, I ran over 120 ski trips before I was 21 years old.  Later on I headed the largest consortium, GEM, 

TRO: You’re coming off a “high” with the very successful CLIA Cruise 3Sixty conference in Vancouver.

JS: We had a great group of agents, many new ones attending,  46% of the delegates were Canadian.  We sold out  8 weeks prior to the show.  But it’s on to our next one in Ft. Lauderdale, Apr 14-17th.

TRO: The conference is only one facet of what CLIA is doing.  You’ve been hard at work working on aids to help travel agents.

JS:  We have begun three new initiatives.  The first is the “Industry Events Calendar.”  Events for up to two years in advance, tradeshows, vendor shows,will be on the website, www.cruising.org/travelagents. Our second enhancement is CLIA VISION.  We’re rolling in with 28 video vignettes This provides great value for the existing professional agents.  This has become an “Information Intense Business” and CLIA VISION has the info in one spot to intensify the overview. Agents can watch all the vignettes in only 44 minutes. CLIA’s core business is to provide tools and programs for the agents to enhance their professionalism. Some of our best kept secrets are the topics on our websites. And our third enhancement is our certification. We’ve recently updated our cruise industry textbook with information on 25 member cruise lines. Agents can absorb the knowledge the best way they want- online textbooks, DVDs, tradeshows.  We have our Road Warriors doing 170 shows a year. Our workshops get tweaked and refreshed. We’ve added new topics – now covering different cultures and social media. Agents can learn the best ways to sell to the boomers, the x-generation and  millinnials…. And the social media…facebook…There is a variety of ways to network too.  Agents can reach the consumers through You Tube or put something on Facebook and link to their clients. This is just the embryonic tip of the iceberg.

TRO: You’ve been around a long time in this industry, and have experienced seeing the ups and downs.

JS: Back in 1995 there were 43,500 agencies on the day when the airlines began capping the  commissions. The numbers then decreased. After 9/11, there was a huge increase of home based agents.   Since Aug 2008, the number of agencies may have dropped off.  But technology has allowed the home based market to explode again.    The market moves so fast you have a hard time to play catch up. CLIA recognized a need to reclaim its brand equity. We’re not in the ID card Business.  To qualify for a CLIA card, the requirements necessary have forced out the hobbyists and the wannabees. The agents who register and attend, are there to become educated. Professionals are dedicated to ongoing knowledge and acquisition

TRO: You do offer a lot for the agents, but what about the public? What is CLIA doing to let the public know the certification requirements of a travel agent?

JS: More and more consumers are coming to the CLIA website, looking for a travel agent in their area. The cruise expert link defaults first to the agent with the highest certification in that area.   There are daily CLIA clips, literally thousands of pick-ups, available for the media to use. Unfortunately good news doesn’t always sell!  But, we keep the pipelines filled. And of course we have the World’s Largest Cruise Night in October. CLIA can provide banners, invites, press releases, and agents can even get a free website.  All of this is to maximize the opportunity for the agents to sell more cruises,

TRO: In our conversation, I notice that you are also using the word “travel” a lot, rather than “cruising.”

JS: 48% of the business is Cruising, the rest is other leisure travel. We recognize that and agents learn how to market and sell travel!   We teach business skills not just how to sell cruises.

TRO: CLIA certainly expanded the recognition agents now have with many suppliers. But one hold out is still Marriott.

JS: We have an open dialogue with Marriott. There have been some very positive conversations.

TRO: Now for your bucket list.

JS:  I have 17 year old twin boys, and I just want to spend time with them. That’s getting harder and harder.  Perhaps a river cruise, or Moorea and Bora Bora.

A 20-year cruise industry veteran, Joni Rein joined Carnival Cruise Lines in May 2008 as Vice President, Field Sales and was named to her current position, Vice President, Worldwide Sales, in January of 2009. In this capacity, she is responsible not only for Carnival’s domestic field sales but also the line’s international sales efforts. Prior to joining Carnival, she served as vice president of sales development for a Carnival sister company, Costa Cruises.

TRO – Carnival has recently implemented new pricing and automation policies effective August 1st of this year. You have stated that you are aware of some confusion and concern in the agent community, and the overall perception of Carnival’s aversion to taking agent calls. Can you clarify these new policies for those of us on the agent side of the equation?

JR- There’s been a lot of feedback and industry confusion, but it’s not about CCL disliking those calls, it is to encourage automation. We never meant to have a partner not call, we think that is very good. It’s more for the non-essentials that we are looking to automate, but certainly not to eliminate the personal contact – only things that I would call a simple transaction. That is the cornerstone of everything we are trying to do.

TRO – Can you describe how you got to where you are today?

JR- When I arrived at Carnival several years ago and would go out on our road shows and travel globally, the number one issue on the minds of our partners was help us with the tools that you are offering. Since that time we have done a number of things that we are really proud of, book CCL, we have revised Carnival University, we have far more communication with our partners today with our On Board with Carnival newsletter and a number of other tools. We have invested significantly in our systems to help support things like booking groups which is always very time consuming by phone. When we changed our policy to where automation was the only means to complete certain transactions our automation utilization went from 5% to 65%.

TRO – And what grade would you give these initiatives so far?

JR- I take responsibility for our positioning and for our report card for informational support. However, I would give myself a “D” in communication. I think the positioning certainly wasn’t as great as it could have been.  I think that is very evident from the reaction. But, at the end of the day, most of the partners that I speak with say “we get your automation efforts and direction.”  And, there is a fear of “will there ever come a day when we won’t talk to a travel partner on the phone at all.” That’s not the case at all.

TRO – What percentage of bookings currently come via TAs versus direct?

JR- We don’t actually give out that number. But the vast majority of our business comes from our travel agency community. So, it is and always will be a major source of distribution for Carnival.

TRO – Has that changed over the last few years?

JR- The changes that we see are based on consumer habits. In a bullish market consumers shop and take risks. When you are in a down economy consumers go to  branded travel agencies, like an American Express. A lot buy directly from suppliers. And it is not just in the travel industry. It is really across all products and services. In 2009 we saw a lot of articles written in the Wall Street Journal and the New York Times about how the consumer had become empowered to control how they shop, where they shop and what they shop for.

The one good thing about being a seller of cruises – consumers are less likely to take a chance (on where they shop) because it is a very complex transaction. It requires intimate product knowledge. I think there is a plethora of opportunities within the product and the suppliers. It is a complex transaction to handle on your own as a consumer.

This is why I think that our travel partners are so in alignment with the consumer.

TRO – Can you elaborate on the “strict performance standards” referred to by Lynn Torrent  (Executive Vice President, Sales) in a recent trade media interview?

(Responding to a question about CCL pursuing direct bookings from agency clients, Lynn stated “that shouldn’t happen. We became less aggressive, we implemented more strict performance standards, we terminated a number of employees. The direct booking department is much smaller today than it was two years ago“.)

JR- Lynn and I passionately support the agency distribution system. When we came to Carnival those new performance standards were in place but not necessarily enforced. We took our travel partner complaints pretty seriously. It was absolutely top-of-mind on our road shows. There were a lot of challenges with partners saying we were stealing their customers. We did a lot of work with our sales teams. We are enforcing higher quantities and levels of service observation. When we receive a complaint it goes right to a complaint resolution specialist who takes that lead all the way back to its inception. We take it very, very seriously.

When we were transitioning from our sister company, Costa, I received much more email about the direct booking problems than I do today. So I know for sure that this is really an incredibly improved program.  What you do is you set the standard for your sales team that these are actions that are just not tolerated. Then a few examples are provided showing that you mean that.

TRO – So, today, should agencies be noticing this change in policy?

JR- They absolutely should.  If they think that it is happening, they can send me an email. I take that very, very seriously and I personally follow up.

TRO – Other than feedback from the TA community, is there any other mechanism in place to determine if overly zealous employees fail to adhere to these new, more ‘agent friendly’ performance standards?

JR- In CCL Worldwide Sales, my leadership team keeps me posted and follows up and there is a regional vice president that walks it through within 24 hours toward resolution.

TRO – What drives direct bookings versus agency bookings?

JR- I think consumers do it because they can. With the inception of Web 2.0 there is an extraordinary amount of information. Consumers are smarter, they feel empowered to research on websites. We see their traffic patterns. They do shop, often going to the supplier’s site. The person best equipped to close that sale is the person who wins that customer…and it is not done on price. In our “no rebating” policy going into effect on August 1st we did that for the trade because we believe the consumer is confused. The policy is being implemented to reduce the incentive to shop around.

Then it is all about who has the most compelling reason for conversion, and I think it is the trade, because of their vast knowledge. 

TRO – So it is about relationship selling?

JR – It is ALL about relationship selling. It is how we support one another. You have the relationship and we want to help you keep that relationship and keep all of the noise out.

TRO – Justin French, Managing Director of Sales, Canada, recently told an ASTA Webinar audience “direct marketing is necessary for Carnival, as the line is trying to reach cruise rookies.” He urged travel agents to contact Carnival to “learn more about how to reach out to new cruisers.”  Has CCL identified new channels for this, other than those currently utilized by agencies – the web, newsletters, direct mail, word-of-mouth, etc.? How do we pursue “rookies”?

JR- This is one of my passions.  I look at the world and I see 80% of North Americans haven’t cruised yet. But, all the suppliers and distributors are focused on the 20% that has cruised and are just passing them around. On the cruise rookie side, given our branding, positioning and value proposition, we can partner with our distributors to target Middle America. Our Chief Marketing Officer, Jim Berra has an article at Carnival.com called “Cruise Rookies Rejoice!”.

We have very rich content on this subject, we have done research on ways we think are best to engage cruise rookies. I support what Justin said, and the magnitude of our consumer marketing is driving consumers to trade distribution, it is a win / win for everybody.

TRO – How can we access this information?

JR- By visiting Carnival.com, the “New to Cruising” section. You can also contact your business development manager who has all the sound bites and can walk agents through the process.

TRO – How is CCL distinguishing itself from other mega-ship brands that seem to be locked into a contest to see who has the most “who-knew-they-had-that-on-a-ship” type of attractions – surf riders, bowling alleys, boxing rings, ice skating rinks, aquatic shows, etc.?

JR- I think that by not getting caught up in that race we distinguish ourselves, that it is very clear to both the consumer and the trade that we are the “Fun Ships”. We are committed to providing a fun, memorable and affordable experience with easy access to ships through our drive port strategy. We do a lot of research and today we know that a family will drive up to nine hours rather than go to the airport. We are seeing that the drive port strategy has served us well. The new Carnival Magic will be coming to Galveston. About 50% of our domestic guests live within a five hour drive of a Carnival port.

TRO – Your sister brands, Holland America & Princess are aggressively expanding in the area of “edu-tainment”, particularly in the area of Culinary Arts & Digital Arts.  Any such plans for CCL? Are you developing something specific for the CCL demographic?

JR- We are about three weeks away from a very exciting announcement on this subject – something that will be showcased on the Carnival Magic.

TRO – Regarding Social Media efforts – John Heald’s blog in particular – it seems very popular. What exactly is his title… Chief Cruise Director, El Jefe de Cruzero, Dear Leader…?

JR- Oh, he runs the company! He is so funny. Before he became a superstar blogger he was doing some wonderful things on board the ships with morning TV shows. He is so zany!

TRO – How does John’s blogging efforts impact bookings? Do you have any metrics on that?

JR- I’m sure that it effects bookings to some degree because you have a loyalty to the brand. We don’t measure that…we’d probably have to give him a bonus if we could track back.  But there are a LOT of people following him.

Blogs are a great opportunity to reach out on a personal level. Our PR department is helping me create a “Joni” blog. It will give me the opportunity to talk to our travel partners in a more meaningful way.

TRO – What can travel agents learn from this phenomena?

JR-  We have trainings on Social Media and online marketing available on this subject…on-demand webinars on how to identify these opportunities, etc. You need to dabble in direct mail, dabble in Social Media, you need to have a little bit of everything to reach your customers. Consumers expect that. It is really important to know how your customer wants you to speak to them. Some want you to pick up the phone and give them a call. Some want you to do some research then shoot them an email. You need to build on that relationship so that the customer says, “Wow, they listened to me!”

Lyn Edwin Cathey is a  veteran of 25 years in the travel industry – holding positions within the industry such as trainer, educator, agent, consultant, agency owner/manager and product specialist. For 15 years prior to joining the travel industry Lyn worked as a full time entertainer/comedian, performing on banjo & guitar – often as a featured act on cruise ships. He created and currently maintains several websites, including  http://TripFinder.com.

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Anita E. Berry, who started The Jazz Cruise, LLC, many years ago is a travel agent who is an inspiration to all who meet her. She truly created the concept of full ship charters.

TRO: Anita, you’re known as the Godmother of All Theme Cruises. You have booked 25 full ship charters with Holland America.

AB: Yes, no one was doing them when I started booking cabins, quite a few years ago using NCL’s NORWAY.  We built it up growing to 300 cabins.

TRO:  You then made a life changing decision.

AB:  Yes,  at the age of 70, I told my sons that I wanted to charter ships for our Jazz Cruises.  We joke that my sons were worried about their inheritance, so they joined with me and we signed the contract for Holland America full ship charters. We are now celebrating our 10th year of full ship charters! A record! 

TRO:  Now your son, Michael Lazaroff, is in charge.

AB:  He does a wonderful job, but I am there as well.

TRO:  Being a travel agent, you understand our needs and demands.

AB:  I certainly do.  I am proud of the fact that we are the only full ship charters devoted to Jazz, both Big Band or Straight Ahead and  also Smooth Jazz.  Also, we are probably the only full ship charter that pays commissions to agents on the full amount of the cruise.  That includes all the shows and all the entertainment, concerts, and even more.

TRO:  Also, you’ve very innovative, some of the cruise lines should take notes on what you do.

AB:   You mean about our group policy?  Agents can block off space and combine the sales on 3 different cruises to earn a TC. Also we have a payment plan.  A lower deposit, periodic payments and agents are finding new clients using this plan. Over 65% of the passengers rebook, and even if done onboard, the agent can get the commission.

TRO:    Tell me about your Jazz Specialist program

AB:   We’re looking for the 100 agents who want to make big commissions selling the Jazz Cruise. We give the agents leads in  their area, and up to 100% co-op, and tons of support. Great collateral, very agent friendly, and in depth training. They will know the difference between our Straight Ahead or Big Band cruises and our Smooth Jazz cruises.

TRO:  It’s amazing to see the lineup of stars who perform. I’ve read their bios on your website. 

AB:  We are very lucky.  Many of the performers ask to come back, they have as good a time as the passengers. Some want to come in  order to work with musicians they admire. We even ask the clients who they want to see, that’s why we now
have Smokey Robinson and Brian McKnight already booked,   along with   Grammy and even Academy Award winners.

TRO:  Speaking of good times, you really spoil everyone onboard.

AB:   The cocktail parties, and theme events, the pillow gifts, the Meet and Greets and autograph sessions.  No where else will there  be entertainment from 9am to 3am than on the Jazz Cruise. Michael upgrades the menus and the wine lists too. Make sure you see the jam sessions where the passengers can perform with the stars! When we take over a Holland America ship, Michael runs everything but the spa, shops, and the casino.  He finds areas for performing that the cruise line doesn’t even know about. It truly is like a family reunion- people returning again and again.  In many cases the performers even know their fans.

TRO:   Anita, you wear me out, just talking to you. AB:   When you do what you love, you just don’t get worn out…even at my age…80!

To learn more about these cruises, and to become a Jazz Cruise Specialist, e-mail info@timeless-destinations.com or call 305-651-3636.  www.thejazzcruise.com

John T. Peters joined Tripology as President and CEO in June of 2008.  Most recently, John navigated the company into a purchase by Rand McNally and is now the  VP/GM Digital Strategy & Travel. Prior to Tripology, John was Vice President of Business Development & Travel Trade where he led the successful launch of Endless Vacation Rentals by Wyndham Worldwide. Earlier in his career, John founded Zeus Tours & Yacht Cruises, an international yacht cruise/tour and hotel business that grew to over $50 million in sales with over 100 employees in offices in New York, Athens, Rome and Buenos Aires.

TRO: John, tell us about the transition of Tripology from independent company to a subsidiary of Rand McNally. 

JP: Having sold three companies in my career, I can tell you that being acquired isn’t easy. The most perfect plans on paper are actually quite difficult to implement.  In our move to Rand McNally, we were dealing with re-hiring employees, opening new merchant accounts, transferring phone lines, re-writing our customer contracts…the list is a long one and we’re still not done, though we’re getting close.  However, I can tell you the Rand McNally team is on top of its game and everyone is very excited about us being here.  Life is different for sure because now we’re part of something bigger, much bigger and this is very exciting. However, the goal of Tripology is still the same; quality leads for quality travel specialists.

TRO: What resources do you now have as a part of the Rand McNally family that you did not have before?

JP: I love this question…. You name it; an IT team, a stable of designers, analysts and lots of really smart people with fresh ideas anxious to grow Tripology.  Oh yes, and financial resources (a.k.a. money).  How could I forget that one? Clearly however, the biggest “resource” we have now is the benefit of a 154 year-old brand that everyone over 40 knows.  At a startup, you spend the first half of every meeting trying to justify why you should still be there for the second half of the meeting. When you’re calling as Rand McNally, you always get the meeting and you never have to explain who you are. Mention Rand McNally and doors fly open.

TRO: Agents report a wide variety of success with Tripology, from several hundreds of thousands of dollars from your leads to hardly moving the needle.  How do you account for the variance in success?

JP: This is easy; some agents “get” selling to online customers and some don’t.  Tripology isn’t for everyone; you have to be hungry, persistent, professional and truly an expert at something (either  a destination or a trip type).  Here’s the deal;  first, if you’re going to try Tripology, give it 100%.  Don’t expect to buy five leads and have your world change. Tripology is work.  Our best Tripologists are not only great travel specialists, but they’re experts in Tripology. They’re always logged-in and even when they’re out of the office, they’re buying leads from us on their mobile phone. Second, when you do buy a lead, act quickly; get an email out to the consumer immediately as a teaser saying you’re working on the quote and give an indication, with some inside information, showing you really know your stuff. Online consumers aren’t going to sit around waiting for a week for a response. Third, buy leads that are really in your sweet-spot; leads for destinations that you know cold, where you have contacts and where you are truly a specialist. If someone can’t make Tripology work, it doesn’t mean they’re not a good agent, it just might mean they’re not yet adept at selling to online consumers.  The problem is that everyone is an online consumer now. Gone are the days where walk-in travel agency clients were enough to keep travel agents busy.        

TRO: What is the key to success with Tripology, and what mistake do you most often see agents making with the leads?

JP: There are three main keys to success with Tripology; A) engagement; you have to be online, hunting for leads for as many of the 24 hours in a day that you can. Leads come in all day so timing is everything.  Many leads sell out quickly so being engaged gives you better chances. B) Persistence is key.  Our best Tripologists tell us they often close a lead a month or so after they bought the lead and that it took persistence to get the booking.  C) Specialize, specialize, specialize!  According to the latest research, online travelers visit about 20 travel sites before making a booking so they’re bombarded with generic travel information.  They want a specialist to help them. They want specifics from someone with first-hand knowledge. If you can get the online customer to trust you from your first email by using your very obvious knowledge of the destination or trip type in which they’re interested, you’ll get the booking.  If you come off like a generalist, you’ve lost.   These ideas don’t come from me, they come from our Tripologist successes. Read more about them at: http://www.tripology.com/agent/success-stories/

TRO: What differentiates Tripology from other companies that have tried to follow your lead?

JP: Well, a few things.  First; Experience. Tripology’s focus is online travel lead generation, that’s it.  We’re not dabbling in lead generation while we do other things. We’re the market leader because this is all we do.  As such, we have some of the best leads available. Second, we’re a technology company, focused on travel, not a travel company trying to build technology.  Best-in-class technology has allowed us to do this right, modeled after other successful lead-generation companies like Lending Tree or Service Magic.  We obviously have experienced travel people on the team who eat, sleep and dream travel and have for decades, and this rounds out the team. Finally, we’re owned by Rand McNally, the maps and directions giant who is very focused on making us successful as part of its own re-launch.  When agents see the new Rand McNally.com launching soon, they’ll be very pleased.  As far as the companies “following” us, sure, it’s a little annoying when we spend months developing something and testing it and they copy it, but what everyone forgets is they don’t have the quality of leads we do, nor do they have the systems behind the web pages that actually make everything work. We only sell a lead to up to three agents, they sell a lead over and over to as many as will buy. We let agents select the leads they want to purchase (and if they want to purchase at all), they auto-bill for leads agents don’t get to see until after they’ve paid for them. We innovate, they copy.  I could go on all day.

TRO: Early on, all leads cost the same.  Now, some leads are more expensive than others.  Can you explain how this works and what the business logic might be?

JP: First, variable pricing was always part of our plan; I had presented it at our first board meeting. The $5 flat rate was always supposed to be an introductory rate. However, when the recession kicked in, we kept the $5 flat rate longer as a way to subsidize the agents – all this with our investors’ blessing.  In June of 2009, we launched variable pricing.  The agents were a bit upset, but they didn’t realize we were losing money at $5 flat, so it just had to change.  Our acquisition cost for a lead is often more than $5.  So in June 2009, we launched our variable pricing algorithm, with prices ranging from $1 to $25.  The theory is simple (though the algorithm isn’t); the more an agent might make from a lead, the more it costs. So, a lead for two people to go to Williamsburg for the weekend will cost less than a family of four taking a Greek Island cruise.  The pricing is based on about 100 trip attributes including budget, passenger counts, services, etc. as well as, quite honestly, the past performance of the other sold leads.  Think of it like yield management for leads. It’s a very complicated algorithm.   

TRO: What is the Travel Industry Supporter Program (TISP) all about?

JP: The TISP is a wonderful program that allows agents to get free leads.  When agents buy a lead from Tripology and books that customer with select suppliers (from the preferred supplier programs of our biggest accounts like Vacation.com, Ensemble, etc.), those suppliers will reimburse the cost of that lead to the agent.  Over 40 suppliers are participating like Adventures by Disney, Gogo, , Classic Vacations, AMA Waterways, Globus, Avalon and many others. See all the details at www.tripology.com/supplierprogram/ .

TRO: Do you see any additional innovations or alterations coming in your business model in the next year?

JP: We’re working on quite a few, but I’m not going to tip my hat.  I will tell you that we’re focused on two areas; the agent dashboard and consumer integration with Rand McNally and everything that goes into each of these.  Our IT Development project list for high priority items is about fifty items long, all to be completed by the end of the year.  We’re busy, very busy.

You can learn more about Tripology at www.tripology.com

Constantine Venetopoulos is part of the 3rd generation of the Venetopoulos family that founded Variety Cruises. Constantine joined the firm in 2007, after studying marketing in City University London and Surrey University. Constantine currently serves as the Director of Sales for the company’s US operations.

TRO: Constantine, can you explain to those who have never been on  a Variety Cruise exactly what the experience is all about?

CV: The Variety Cruises concept goes back to when we started with our small ship cruises, at that time called Zeus Cruises. The concept is an intimate and casual atmosphere on board small yachts or sail cruisers hosting a select 50 guests in 25 staterooms, with a crew of 20. The atmosphere is one of casual elegance, more similar to private yachting than cruising.The day-to-day experience revolves around the sundeck, the dinning area and lounges of the yacht. Weather permitting, our yacht will drop anchor daily close to a beach or cove where our guests can enjoy some time to swim directly off our swimming platform. We visit sites of historical significance where our guests can enjoy an optional excursion or spend their time at leisure. We dock into the islands later in the afternoon where our guests can explore the village ports and the islands. The smaller size of the ships presents opportunities that the larger cruise vessels can never achieve.

TRO: Tell me something about the destinations Variety visits.  How is approaching a port in a small ship different from ports of call visits on larger vessels?

CV: Our destinations are currently Greece and Turkey, Venice and Croatia, Egypt and Jordan and the rivers of West Africa. The common thread among all our destinations is  to visit the more known ports of call combined with intimate, off-the-beaten-path destinations. For example, in Greece we will visit Santorini and Mykonos but also Monemvasia and Folegandros. Folegandros was voted by Conde Naste as the “Secret Santorini.” So it is these best kept secrets that we reveal on board our yacht cruises. Our ships are small and dock right into the village ports. Of course, that means we do not have to tender our guests in and out of our ports!

TRO: How would you describe your crews?

CV: Our crew is mostly Greek but are all English speaking. We have a cruise director on board who manages the cruise plan and communicates the schedule with our guests on a daily basis.

Variety Cruises' 2010 Brochure - Click here

TRO: Because of the much smaller nature of the ships, how do the passengers mix with each other?

CV: The atmosphere is intimate and guests get to become have as much privacy or socializing as they choose. It’s a very individual experience.

TRO: You have recently added theme cruises to the mix.  Tell us about those.

CV: We think theme cruises are an important element of our future. Adding value to the cruises, providing specific themes offers our guest the opportunity to try something new, have a learning focus and deepen their experiences. Archaeology cruises, body and soul fitness retreats, gay and lesbian journeys are just some of the examples of our theme cruises. We look forward to expanding our theme cruises in the near future.

TRO: What is the demographic of your typical passenger?

CV: The demographic consists of more mature travelers. People who have been on the larger cruise ships but are interested in trying out something new and more intimate. It’s ideal for honeymoon travelers and extended family reunions.

TRO: What is the dining experience like on a Variety Cruise?

CV: Throughout our summer cruises in Greece, Turkey and the Adriatic, we offer half board dining. This means we offer breakfast daily and one meal per day according to the itinerary. This is an integral part of our cruise concept. Our guests are encouraged to discover the local cuisine by dinning at a taverna or restaurant of their choice- with our cruise director’s guidance- which helps enrich the overall cultural experience of the destination. Overnighting at most of the islands furthermore allows for guests to live the authentic local nightlife.

TRO: What do travel consultants need to know to successfully sell your product? 

CV: Variety Cruises is a niche cruise product. It is designed for the mature travelers seeking a destination-driven experience. The yachts are modern and upscale but still we are in the destination business. It is not the type of product for someone seeking 24/7 on board entertainment, casinos etc. We try to replicate private yachting in a more affordable fashion with our 8 day scheduled cruises. We offer a mixture between the famous ports of call and less visited but more authentic destinations, which the big cruise ships cannot approach. There are no long lines on board our yachts. Actually, no lines at all.

TRO: How has business been over the past year with travel to Greece somewhat curtailed?
CV: The Greek economy and its downturn is in fact a blessing for tourists as the destination has become more affordable. There has never been a better time to visit Greece!

Prior to joining Holland America Lines (HAL), Rick Meadows was VP of Sales & Marketing for Windstar Cruises, then Senior VP of Sales & Marketing for Seabourn Cruise Line. A frequent speaker at industry forums, he also serves on the CLIA Marketing Committee. Residing in the Seattle area, Rick serves on the board of directors of the Seattle Repertory Theater and has been appointed by the Governor to the Washington State Tourism Commission.  Our discussion focused on the increasing popularity of on-board enrichment programs and how travel agents might leverage the trend to their advantage.

TRO:  HAL has a reputation as a leader in the field of on-board enrichments programs, particularly in the field of culinary arts. Has this proven to be the most popular of passenger programs?

RM:  Let me kind of set the background first. The Signature of Excellence program that was started about four years ago as an initiative has now become a way of life with us. We really believe that investing in enrichment and “edu-tainment” is something that is going to be really important to remain relevant to the Boomer and the generation behind them (Generation X). The whole ability to learn and be entertained at the same time is not a fad…but has become a trend that has really set in…and is now something that is expected.

TRO: What are the areas that HAL features in “edu-tainment”?

RM: We currently focus on core areas such as culinary programming, technology, destination lecturers, well being. There are a number of things that we have done with our programming and staffing to deliver all in all of those areas. We use a team approach called “Explorations“, which we have on each of our ships. The team itself is made up of core positions such as the Party Planner, the Life Stylist, the Travel Guide, the “Techspert” and –  on cruises of 14 days or more – a Book Club Leader. The on-board Party Planner, for instance, hosts all the events in the Culinary Arts Center. This pairing has proven incredibly successful.  Additionally,  these culinary events are in partnership with Food & Wine Magazine. Not only do we host some 70 top ranked celebrity chefs in cooking demonstrations though out the year – these centers also host a number of related courses, such as actual cooking classes for adults and kids, how to plan a party, how to set the perfect table, etc.

TRO: So the Party Planner actually teaches party planning as well as planning and hosting on-board events?

RM: Exactly. And the theme can differ as well, depending on the particular itinerary. For example, if on a cruise to Mexico, it could include a course on how to plan and host the perfect Margarita Tasting & Salsa Making Party.  Specific course content is crafted and tailored to reflect the culture of the part of the world to which you are sailing.

TRO: So partnerships like Food & Wine are important. What other partnerships have you leveraged?

RM: Something that HAL is doing that is an exclusive is the “techspert” – . who works in our digital workshops.  These are powered by Microsoft Windows – another strategic partnership. The Windows people have worked with us to create a dedicated space on each ship that offers complimentary classes on such subjects as how to blog, how to manipulate photos on line, how to participate in social media, etc. All “techsperts” are trained by and have graduated from the Microsoft school here in Seattle. This course has proven to be hugely successful and is a core part of our enrichment programs.

TRO: I know that for cruise lines on-board real estate is precious.  Given their proven success, how much additional space is being dedicated to these programs?

RM: The amount of additional space is significant, plus we have learned how to create multi-purpose venues, such as the Culinary Arts Center. On the S (smaller) & R (mid-range) class ships the center is in the ship’s theater. When the movie screen lifts you find behind it a million dollar demonstration kitchen.

Another example is the Explorations Cafe which is powered by the New York Times. Originally a space that was typically just the ship’s library, has been expanded to include Internet connectivity, becoming literally the ship’s living room.

TRO: What percentage of the passengers at large attend these “edu-tainment programs?

RM: It varies by sailing. An average would be in the 40% range, maybe a little bit more.

TRO: Ratio of men to women?

RM: It is about 50/50 – but what is interesting is seeing how the younger generations are reacting and participating. A good example is in the Culinary Arts Center. Because of the Food Network and the fact that food-as-a-hobby has become something that has been widely embraced globally over the last ten years, there are a lot of young kids that attend the cooking demonstrations and they absolutely love them.  It is very normal to see five or six, or ten kids hanging on every word of the guest chef. So it is multiple generations that are enjoying the programs.

TRO: What is the repeat factor?

RM: It is pretty high. Most people will go to more than one of the complementary demonstrations and are very likely to sign up for a fee based course as well.  Participants like to build on what they have learned by staying engaged.

TRO: Have you looked a how guest participation impacts overall customer satisfaction?

RM: Yes, we have and we believe it does.  When we look at the specific guests who participate in some form of enrichment not only do their numerical ratings suggest that it has helped to improve their over all satisfaction of the cruise, but it is the written comments, the number of letters and comments that appear on our comment cards very clearly underscore that they are enjoying this whole focus on edu-tainment and enrichment. That’s something that is coming back loud and clear…which is why we are always refreshing our classes, looking at what is the next area that we want to invest in. It absolutely helps in building a loyal and repeat guest.

TRO: To what degree do on-board courses impact “reason to cruise”?

RM: Value is the major concern of today’s cruiser. We see edu-tainment as a way to provide the guest with much more allover  value, to improve the cruise experience to insure that they are going to come back. Over 40% of our guests have sailed with HAL before and that is a very high percent.  It is a key part of our formula to keep people returning.

TRO: Do you have sales and markets tools or resources to support agents in targeting affinity groups interested in these on board edu-tainment programs?

RM: We encourage agents to go out and find and promote real affinity groups. Groups can be a terrific way for agents to grow their business and to build a relationship with people that will come back to that agency over and over.  In that regard one of our most popular enrichment categories for affinity groups is in the category of the culinary arts group.  The Culinary Arts Center is a super popular place where agents have leveraged their relationships. They have found local chefs, local restaurateurs, local wine makers, local foodies and they bring them together to take advantage of our Culinary Arts Center and the dedicated space.  We have a program in place where agents can find that chef, bring them on-board and we will give them a dedicated number of hours of time in the Culinary Arts Center for free. We will work with them through our Party Planner to make sure they can do some special events crafted for that particular group in the Culinary Arts Center.  It’s been just a huge success…following the whole global trend in food and wine, something that is of great interest to many people. This is a great area for travel agents to make some money, build a loyal booking business. They can work with our sales team on how to do that and many do everyday.  

Agents can use our existing materials for our Culinary Arts Center and we can work with them to craft any kind of dedicated materials that they might need for a direct mail piece…or that they may want to insert into an email. They can use our assets to that end to help them sell their group.

We also have our GAP points program which is a program to give agents a host of benefits for groups on specific ships and specific sailings and through that program – through our amenities program – they can book a group on a particular sailing date and have the added incentive of X number of points on a given sailing and then fulfill those points on things that might be relevant or of interest for the group.

TRO: What if agents don’t have the time to track down a local chef with a following?

RM: An easy thing that agents can do is just promote the sailings that feature our guest chefs. It’s another way to leverage the content that we have already created. That list of chefs and sailings is always maintained and current on the HAL website.

TRO: So you are suggesting that agents contact their local HAL business development managers to pursue any of the above?

RM: Yes, absolutely.

TRO: A there any plans in the works that would allow travel agents to earn commissions off the entrance fees associated with some of the courses?

RM: At this point there is not. But I think there are endless possibilities and ways that we can work with agents to build groups and leverage the spaces that we have to support them in finding groups and individuals that have these kind of passion points. It is about building the best possible programming we can on-board which ultimately attracts agents to the overall cruise experience as well as their guests.

TRO: What can cruise agents do to maximize possibilities for families traveling with children?

In the Culinary Arts Center we have classes for kids. That’s something that has been exciting for the younger set.  The ‘tweens and teens are welcome to attend, they are complimentary, they are 45 minutes each, the program incorporates items for breakfast, lunch and dinner. And they are hysterical to watch. The kids learn how to do things like make Bear Tracks (an Alaska themed cookie), fruit rollups, ice cream sandwiches, Salad People art…older kids make soft pretzels, pita chips, humus, saltwater taffy and other things that are part of Club HAL (the on-board kids program).

TRO: Do you have any videos of the above that agents could download and leverage as a selling point?

RM: Absolutely.  We have video of the Culinary Arts program including video footage of the kids using the space, we do have imagery available.

TRO: How would agents access that?

RM: Agents can go to Travel Agent Headquarters. There we have an image library from which agents can download stills. For videos they can link to our Video Gallery on our website where we have some 80 or 90 videos that are great and easy to use.

TRO: Is HAL showcasing any edu-tainment endeavors via social media?

RM:  We promote and showcase through social media, it is certainly growing, our Facebook page, our Twitter account, our blog, and the on-board Digital Workshop is very much tied into social media, teaching our guests how to do things like creating travel videos or to blog about their vacation experience.  It plays a growing role in not only communicating about our edu-tainment programs but about our overall brand experience as well.  One of our blog classes is called “Fifteen Minutes of Fame”. It covers blogging in depth and gives people their own skill set to create their own 15 minutes of fame via blogs. Another is titled “Your Away From Home Movie”.

TRO: Can you give us any hints or clues to what is next…to what you are doing to keep a leg up on the competition?

RM: Whatever we do we want to be as authentic to our brand as we can be.  We spend a great deal of time and energy always thinking about what is next…researching the interests of our guests…to understand the kinds of things they are really interested in delving into deeper from an educational perspective. There are always two or three large ideas under development.

TRO: Can you give us a quick preview of what we might expect?

RM: At this point I can’t. But I can tell you that there is a lot going on and that it is an exciting time for us.

No, he’s not a twin, but Lee Robinson does hold twin responsibilities, being the Vice President of Field Sales at both Princess and Cunard Cruise Lines.  His business card is double sided as well.  Wonder how he has time for his hobbies of golf and gardening?

TRO:  How did you get started in the industry?

LR:    Many years ago, I worked for Holland America, managing hotels in Alaska, and working with the tour buses.

TRO:  Princess has come a long way since the Love Boat days.That show was certainly the impetus for getting people interested in cruising.

LR:     Yes, it was.  And Princess was also the first cruise line to offer a teaching Academy.  When we started our four levels, we never thought we would have this many agents reach the status of Commodores.  It shows the dedication of agents to complete the program and take additional courses annually.

TRO:  Now fess up, Lee, how did you do on the courses?

LR:     I admit, I didn’t pass Tahiti and South Pacific on the first try.

TRO:  Another innovation in marketing tools are the personalized e-mails from  Princess being sent to the passengers.

LR:     Once an agent completes a booking, their client may receive four e-mails, spaced out.  A welcome from our CEO, then one from the Captain, a third one from the Cruise Director, and the final one about 15 days before sailing from another officer. We want the passengers to get excited about their cruise. The average time a travel agent spends on making the sale, and preparing the client can be up to 3 hours.  This should save some time.

TRO:   Some agents have complained that these are coming from Princess, rather than from the agents, directly. 

LR:     We have heard that, and we are making changes -  the agency name will be more prominent on the e-mails. More agent friendly.

TRO:   Speaking of agent friendly, please explain your commission policy pertaining to cancellations.

LR:      You mean our Vacation Protection Plan.  We cannot call it insurance, since we are not an insurance carrier.  If agents cancel the booking, after full payment, they can get the basic commission, as stated, but they get their override only if they had sold our Vacation Protection Plan.

TRO:    Agents who call Princess are used to the four question survey. Sometimes a res agent seems like they did a good job, but when the invoice is sent, there may be errors, and too late to change the comments.

LR:       The phone calls are recorded, and they are listened to.  The Res Agent can get perks for good scores, and at anytime a travel agent  can call in and change their survey remarks. We now have 800 res agents taking phone calls.  Some are home based.

TRO:     The most annoying thing I have found when calling in a reservation, is trying to get the Captain’s Circle number.  I provide the name, address and phone number, and birthdate and still am asked for their e-mail, which I will not give out.

LR:        You can get it without the e-mail.  We just have to update everything.  Believe me, we know more about your clients than you know.  Every penny they have spent onboard, what they bought, even what they like to drink. And if you don’t book on POLAR, the res agents can complete a booking in four minutes.

TRO:   Now, on to Cunard. It’s a great product, but some agents still need that push to sell it.

LR:      Surprisingly, the awareness level in the US is lower than what it should be. It is important to qualify the clients and let them know the 101 different things that they can do onboard. Honestly, I haven’t even done them all myself.

TRO:   What’s been your greatest vacation?

LR:      Easy question. Anything with Alaska. Last year, my Mom and 28 of us went on the Golden Princess.  It was the best.

TRO:    And on your bucket list? Has to be Africa.  Must be a Micato Safari, with my wife and our 16 year daughter.

TRO:    Say “Hi” to Captain Stubing for me.

LR:       Gavin’s great!

Goessing is a life-long veteran of the hotel industry. The last 15 years have been at properties managed and in part owned by Mandarin Oriental throughout Asia and The Americas. From 1998 to 2006, Jan was the General Manager of the Kahala Mandarin Oriental in Hawaii having previously been the General Manager of Mandarin Oriental, Jakarta. From there he moved on to the decidedly different venue of being the General Manager of Mandarin Oriental, Washington DC. Then, in June of 2009, he took over the General Manager’s position from legendary hotelier, Kurt Wachtveitl, whose own tenure lasted a short 41 years at the Mandarin Oriental, Bangkok.

TRO: You are here at the absolute pinnacle of your profession. What is it like to find yourself as the General Manager of the Mandarin Oriental, Bangkok?

JG: I am fortunate indeed, but I have been a part of the Mandarin Oriental Hotel Group for many years now. The values of the company are very much in line with those of the legendary “Oriental ” Bangkok. Extraordinary service delivered by extraordinary people. My background with the company and many years of experience in the hospitality industry across various cultures have prepared me well. I am truly excited to be a part of this legendary hotel.

TRO: What is the quality that makes Mandarin Oriental, Bangkok the property that it is?

JG: Very simply, the staff. You can see truly lovely properties springing up in Bangkok, wonderful buildings and facilities. But it is the culture of excellence that distinguishes this property like no other. The staff cares deeply about what they do here.

TRO: You arrived at the hotel in a very challenging time, in the midst of a global financial crisis.

JG: Timing is truly everything (laughs). Certainly these are challenging times and accommodations must be made, but never can it affect the quality of the property or the experience of the guests.

TRO: What is your greatest challenge?

JG: Transitioning to serve new generations of guests while never diminishing the high levels of service rightfully anticipated and expected by those guests that have stayed with us for literally decades. Each generation, for all it has in common with the last, also has its own sensibilities and expectations.

TRO: Has the Mandarin Oriental, Bangkok seen a new generation of guests over the past years? What changes have you seen in the expectations of guests?

JG: Mandarin Oriental, Bangkok has, since recent years, welcomed an influx of families and honeymooners. Some family groups even comprise members from three generations. Also on the increase are young couples who appreciate what the hotel has to offer in terms of a variety of culinary choices at our restaurants. The hotel has also recently upgraded the communications system including installation of the next generation wireless technology which ensures fast and effortless internet connection for guests throughout the premises. The “Sanuk Sanuk Kids Club ” (on the 3rd floor), yet another “first” by Mandarin Oriental, Bangkok caters to families with young children..and the list goes on, whilst the unparalleled service from the heart, and with a genuine smile, by the staff has never been compromised.

TRO: Tell me about the additions of the Oriental Spa and Ayurvedic Penthouse.

JG: Mandarin Oriental, Bangkok is known worldwide as an urban resort. Meditation and yoga sessions by our own yogic lifestyle trainer and Ayurveda expert, Ms. Neelam Khatri direct from India, are very popular. An increasing number of guests seek “peace of mind and body” from their otherwise stressful corporate lives, and they tend to spend most of their time in the peaceful, holistic sanctuary across the Chao Phraya River for an invigorating “Jetlag Massage” a t the Oriental Spa or a blissful Ayurvedic experience.

TRO: Recent events in Thailand, and in particular Bangkok, have been much in the news. How has the Mandarin Oriental been affected?

JG: Fortunately, this property and the immediate vicinity has not been affected since the demonstrations began and continues to remain a calm and peaceful enclave. The protest sites are now confined to Rajprasong and Saladaeng Intersections, two of Bangkok’s principle shopping venues which are located some distance away from the hotel. Additionally, the route to and from Suvarnabhumi Airport to the hotel is not at all disrupted and this situation is not expected to change.

TRO: How will you maintain the legacy and the heritage of the property amidst so much change?

JG: The first priority of this property will always be our guests. The future of this beloved hotel is completely and absolutely the product of their loyalty. The engine for that loyalty is our amazing Thai staff. They are the ones who apply their outstanding individual talents to create a memorable guest experience.

With more than 25 years in retail travel Scott Koepf became President of the National Association of Career Travel Agents in March of 2008. Most recently Scott was with Sabre Holdings as General Manager of the Jurni Consortium, TMA and the host Travel agency, Nexion. Prior to joining Sabre, Scott was a full-time motivational speaker and sales trainer.

TRO : What is the biggest obstacle you think independent contractors face when it comes to training?

SK : It used to be that accessibility was the biggest problem. Now with online training programs, webinars, training from NACTA, hosts, franchises and other avenues, determining which program to be trained on and what to focus on is the biggest problem. Finding a focus or niche is tantamount with all of the information now available.

TRO : What is the biggest problem you see with training courses today?

SK : With all of the above options, too many agents are lacking in learning the fundamentals of sales. It is easy to stay focused on product, product, product, but learning how to move a prospect to client AND retain that client is extremely important for agents.

TRO : Is most training truly relevant to agents, and is it something they put into practice? How do can they avoid slipping into bad habits?

SK : An agent has to have a continuous thirst for knowledge. They MUST continue to focus on sales training. They need to look at everything they are doing from a learning perspective and maintain a balance between product and fundamentals of sales knowledge. For instance, if they spend two hours day learning about a product or destination, they should spend an equal amount of time learning and training on the fundamentals of sales.

You cannot be successful in business without those sales fundamentals. You need to learn how to use them; how to best relate with clients; how to give advice with confidence. Agents need to know what to do with the knowledge given them and become about people first and not about product first.

TRO : How much weight should a prospective agent give to a host’s training program when deciding which host to choose?

SK : Quite a bit. If you are an employee you can follow the lead of the employer’s program. However you need to follow your own education plan to develop your career. You can be 100% independent and go it alone. Or you can affiliate with either a host or become an owner of a franchise. There are many things to consider and the economics of each are important. They can have great technology and management, but what do they offer as far as education and training. The training provided should be key criteria in selecting who to affiliate with.

TRO : What is the biggest piece of advice you would give a travel agent to move a prospect to client?

SK : Time and patience. An agent should not think in terms of transaction. Agents are NOT in the business anymore of providing a product or being a transaction handler. They are being paid to get to know the customer. They must find and create the results a client is looking for. You cannot get to know a client in a 10 minute conversation and it is a struggle really even over an hour lunch.

Agents are dealing with a fun product which is ultimately an emotion desire of their client. The business we are in is ultimately about marketing and sales are merely just a function of that. Those who are exceptional at sales are excellent at marketing. They are the ones who draw in both repeat customers and get customers to make referrals to them.

TRO : What three books would you recommend travel agent read with regards to sales?

SK :      Purple Cow – Seth Godin (really anything by Seth Godin)

Hug Your Customers – Jack Mitchell (Study how to treat customers)

E-Myth – Michael Gerber (The importance of working on your business not in it)

TRO :Given your use of frequent sport analogies, how will Tim Tebow provide value to the Broncos?

SK : I laughed when I read this question. Believe it or not I do not watch as much football as I loved playing it. However, I think ultimately you will find that a great leader will make the difference rather than one with a great skill. If you look at someone considered a fantastic quarterback they may not be the most skilled at the sport. What he is or was is someone who provides great leadership and utilizes the skills of the entire team in one cohesive unit.

TRO :  If you could do it all over again, what would you change? Is there anything you wish you could go back in time and knock yourself in the head and say “Don’t do that!?”

SK : I am very blessed in my life. I have been involved in travel and theater. I have lived overseas. There is no regret that is big enough to make me wish I had not taken that step. Yes there have been mistakes, but those boneheaded moves eventually took me along the right path. There are times I wish it had worked out with Cruise Holidays as I was the fifth franchisee to join that system. However, all of the adversities in life have led me to where I am today!

Chuck Flagg is a regular contributor to TRO and an independent owner/operator of Cruise Holidays in Canton, GA. His website is www.theflaggagency.com He can be found on Twitter @theflaggagency

Stuart Cohen is a sales and marketing consultant, a business coach, an entrepreneur and a well-known speaker in the travel industry. His seminars at Travel Weekly’s recent CruiseWorld and Home Based Travel Agent Shows were standing room only events. Stuart was the founder of NEST and now owns and operates Exclamation Points, !nc. as well as JamaicaForaDay.com and BahamasForaDay.com.

TRO : You have a particular mission to help the travel agent community improve their group sales. Is there one particular type of group an agent should begin prospecting?

SC : Yes, my mission is to light a path of group success for agents across the country.  The business benefits are bountiful. One particular group type is the “vacation celebration”, the most popular yet the most overlooked. It is a morph between a family reunion and birthday party (or anniversary party). Too many agents aim way high, for the big groups of 50 or 100 staterooms. Those groups are indeed out there, but there are significantly more vacation celebration groups, which lead to the big boys!!! Vacation celebration groups are the best affinity you can find.

TRO : With incentive trips and business travel a seemingly “dirty” word in the past year, is there anything an agent can do to sell the benefits to a business owner?

SC : Yes. If their sales people don’t hit the goals set for them, the trip doesn’t go. However, if they hit, then CEO will be tickled pink to pay for a block of rooms and a cocktail party.  Incentive trips are “pay for performance”.  Over-achieve and be rewarded.  CEO’s use incentive trips to drive super performance. Businesses that stay aggressive during these tenuous times will lead the pack when the dust settles. Another fabulous business group type is the customer appreciation trip. For some businesses, the opportunity to invite their best clients onto a cruise, for example, where they can demonstrate products, provide education, and deeply connect is very powerful.  The company typically involves their vendors as well; so many companies end up collaborating, sharing or underwriting some costs, and enjoying the benefits.

TRO : What kind of mistakes are agents making when it comes to earning a profit with their marketing, selling and administering group travel?

SC : Easy, glad you asked. Top two mistakes: they don’t write a business savvy agreement with the group leader, and they don’t do a mini-P&L. Go ahead and ask a dozen group producers exactly how much money they made on their last group and I’d bet they can’t give you a straight answer. They’ll say, “I think we did OK, we still have money in the account”. Agents tend to give back way too much to the group leader, so much so that the group leader earns more (and gets a free cabin to boot). A solid agreement letter and a P&L keeps all the finances exposed and in order. A solid agreement letter and a P&L tell an agent when to say no to bad business, and when to renegotiate the terms of a deal to prevent a real revenue loss.

TRO : As an accomplished business coach, what advice can you give to the TA community to best maximize a mix of supplier training along with improving their personal sales and marketing techniques?

SC : One on one coaching will have a profound impact on performance. Supplier training is critical, too.  Do both and you achieve the success and happiness you aspire to. The TA community are very familiar with supplier training, but not with one on one coaching. Supplier training gives you product information. If the trainer is skilled, you will learn about the features and benefits and the secrets of selling and marketing their products. However, they can’t address your specific, personal challenges. We each have varying skill-sets so we may be strong in some areas and weak in others. As a business coach, I pick up where the supplier trainer leaves off. Now, let’s take all the product knowledge, overlay it with our personal passions, and maybe come up with a powerful niche! Bottom-line, a combination of supplier and personal coaching creates an over-achieving travel agent.

TRO : How can you help an individual agent or group of agents with their personal growth?

SC : I have met some agents who have a business coach today, but they are not travel industry specific coaches. The rules of our industry are unique, as it relates to sales and marketing techniques. I offer travel industry focused business coaching, tapping my 21 years in this fantastic industry.  From field sales to senior level executive in sales and marketing, I can offer real-time, true-to-life coaching that will eliminate the obstacles faster and illuminate a quicker path to success. It is exciting for me to work with individuals, and businesses, and sharpen their selling skills and focusing their marketing efforts. Too often we get caught up in routine and don’t realize we can operate more efficiently and more effectively. Or, we get discouraged and feel defeated.

This is what I do; connect deeply with a client so that I feel a part of their business. Together, we set goals, shed bad business practices, and achieve the success and happiness desired.  Even if a travel agent works with me or a professional business coach for a 3 month period, the impact can be fantastic! I don’t consider myself a teacher, rather a coach. First, they need to believe in themselves by removing the word “can’t” from their vocabulary. Once they free themselves from mind-restraint, they can set realistic, ambitious goals with clarity and determination. I try to clear their fears, then illuminate a path of success… along that path I provide the tips and strategies that move them forward.

For me to successfully coach an agent or group of agents, they need to “aspire higher”. In other words, they’ve got to want growth. Equally as important, they need the “gratitude attitude”. Many people around us help to inspire through words and actions. Showing gratitude to them not only humbles us and shows kindness to others, it naturally triggers even more support. It becomes an upward spiral!

TRO : You have a passion for biking, where would you like to take your bike and just ride?

SC : I’d love to bike-hike through in Napa. I’d love to mountain bike through the Appalachian Mountains. Rather than set out on a round trip bike ride, I’d love to use my bike as transportation, to take me from place to place. Biking is so freeing, so silent, so empowering. You see more of life and get more connected to the environment.

I biked through NYC once and I’d love to do it again. In fact, I’d love to bike through other major cities, too.  Moving at a slower pace than a car enables me to see things and hear things that I could never before. You get more intimate with the area and see how amazing the structures and the people truly are. 

TRO : If you could do it all over again, what would you change? Is there anything you wish you could go back in time and knock yourself in the head and say “Don’t do that!?”

SC : Upon reflection, I would not change a thing. I have made mistakes. The key for me is not to make the same mistake again. So, if I had never made the mistakes, how would I have learned and strengthened my skills and decision-making abilities? I believe it is important for us to experience failure. It’s what we do with that knowledge after that helps us or sinks us. Now, as a professional business coach, I can share my success and my failures with others. There is an ancient Chinese proverb that teaches, “To know the road ahead, ask those returning”. I learned a great deal from mentors in my life, and they helped me to make better decisions. But, when I didn’t heed their advice or ventured into uncharted territory, sometimes I tripped up. So, I take the teachings of my mentors, bundle them with what I have learned “the hard way”, and walk a better walk myself, and help others to walk better, too!

Chuck Flagg is a regular contributor to TRO and an independent owner/operator of Cruise Holidays in Canton, GA. His website is www.theflaggagency.com He can be found on Twitter @theflaggagency