The Advantage Travel Partnership has experienced notable growth, with the addition of over 50 branches in the past year. This expansion reflects an increase of £500 million in new member turnover, illustrating the consortium’s strong market position.
This growth encompasses a variety of operational models, including high street premises and homeworking agents. Such diversity underscores the flexibility and resilience of the Advantage Travel Partnership in the evolving travel industry landscape.
Advantage Travel Partnership Expands Significantly
The Advantage Travel Partnership has significantly expanded its network over the past year, adding more than 50 branches, which translates to an impressive £500 million in new member turnover. This substantial growth is a mix of both high street premises and home-working agents, demonstrating the consortium’s versatile operational model.
Diverse Growth Across Models
Chief Commercial Officer, Kelly Cookes, indicated that the new branches were a combination of start-up businesses, switches from other consortia, and previously unaffiliated entities. “It is a complete mixture, and it’s also across the different models that we operate,” she said. The range includes 36 high street premises, homeworking agents, and those working from office spaces, illustrating a diverse and robust expansion strategy.
Cookes emphasised the varied nature of the members, from larger chains like Fred Olsen Travel, Baldwins Travel, Kuoni, and Dawson and Sanderson to individual agents and home-working groups like Travelosophers. This flexibility and breadth are key to their sustained growth.
Advantage Managed Services (AMS) Driving Growth Post-COVID
One of the standout contributors to this growth is Advantage Managed Services (AMS), introduced 15 years ago. AMS assists travel firms by handling their operational tasks, allowing them to focus on sales and customer service. Turnover for AMS members has surged by 65% since pre-COVID times, and these agents now represent roughly 25% of the consortium’s membership.
“That managed service proposition has become more attractive to people post-COVID,” said Cookes. The model’s appeal lies in its ability to alleviate operational burdens, enabling agents to concentrate on growth and customer interactions.
Blurring Lines Between Business and Leisure Travel
The consortium’s members include both business and leisure travel agents, and Cookes noted an increasing overlap between the two sectors. “There is less and less of a line between the two,” she stated, adding that business travel members are increasingly servicing leisure clients, and vice versa.
This flexibility enhances the consortium’s leverage with suppliers. Members benefit from combined buying power, whether they focus on business or leisure travel. This unified approach ensures that all members have access to the consortium’s extensive range of products, commercial deals, and marketing resources.
High Retention and Member Satisfaction
Retention levels among the consortium’s 750+ branches are notably high, with the primary reasons for departure being business closures or retirements. In a recent survey, 86% of members cited ‘the people’ as a key reason for joining and staying.
Additionally, 79% of respondents highlighted the consortium’s commercial buying power as a crucial benefit, while 91% appreciated that Advantage champions the role of the travel agent. Cookes noted, “We’ve got a really strong team, and that’s something that gets mentioned all the time.”
This high retention rate is further bolstered by the consortium’s strategies to support its members effectively, ensuring their operational and commercial needs are met consistently.
Remote Operations and Member Support
Advantage has scaled up its operations post-pandemic and now employs over 100 staff, all working remotely. This shift has revolutionised the consortium, allowing it to recruit top talent from across the UK, irrespective of their proximity to a central office.
Cookes pointed out that being fully remote has enabled the consortium to provide localised support to members, with staff members now spread across the country. This decentralisation ensures frequent and meaningful interactions between the consortium’s representatives and its members, further strengthening their relationship.
The consortium also hosts about 40 face-to-face and virtual events annually, including conferences, award luncheons, and industry gatherings. These events are critical for maintaining a strong community and providing members with opportunities for networking and professional development.
The Advantage Travel Partnership’s robust expansion and strategic operational models have positioned it as a formidable player in the travel industry. High retention rates, an effective managed services model, and a flexible approach to both business and leisure travel have driven this growth. By leveraging remote operations and maintaining a strong support system for its members, Advantage continues to enhance its market presence and deliver substantial value to its diverse membership base.
