The Advantage Travel Partnership is steering towards a refined membership approach, focusing on agent quality over numbers. This strategy ensures a more sustainable and impactful growth model.
Through strategic initiatives, the consortium aims to nurture excellence among its members, leveraging their strengths while mitigating operational challenges through its Advantage Managed Services.
Strategy Shift Emphasising Quality
The Advantage Travel Partnership has adopted a strategic shift towards prioritising quality over quantity within its membership base. During the annual conference in Cancun, the consortium’s chief executive highlighted the necessity of securing ‘quality agents’ over expanding sheer numbers. With current membership slightly exceeding 750, Julia Lo Bue-Said expressed that the focus remains on nurturing a viable pool of dedicated agents rather than chasing growth in membership numbers alone.
Advantage’s membership is poised for steady expansion, with 17% of its members planning to broaden their operations over the ensuing year. Nevertheless, Lo Bue-Said insists that mere numbers do not equate to success. She stated, ‘We’re trying to get away from the number of locations as it doesn’t matter if they’re not driving business.’
Harnessing the Power of Advantage Managed Services
Julia Lo Bue-Said identifies the Advantage Managed Services (AMS) as the primary vector for future growth. Currently constituting 25% of the consortium, AMS entities collectively contribute an annual turnover of £150 million, a remarkable increase of 63% from pre-pandemic figures.
AMS has gained traction among members due to its ability to alleviate the operational difficulties associated with running a travel agency. This service enables agents to concentrate on what they excel at: marketing and selling travel, while letting the consortium manage complex administrative tasks. ‘It is without question where the single biggest growth is going to be,’ remarked Lo Bue-Said.
Economic Contribution and Government Recognition
Lo Bue-Said highlighted the vital role of continuous dialogue with government officials, especially as the general election approaches. She stressed the importance of the travel sector receiving the recognition it deserves for its substantial contributions to the UK economy.
Despite previous efforts, many MPs remain unaware of the sector’s significant economic impact. The engagement strategy includes arranging visits for MPs to local travel agencies, fostering understanding and support for the industry’s role.
Lo Bue-Said pointed out that travel is the least-represented department in government. With the ‘most junior minister’, the sector often struggles for recognition. Hence, continuous advocacy is essential to ensuring that governmental policies reflect the industry’s needs.
Strengthening Industry Relationships
Advancing relationships with governmental bodies is a cornerstone of Advantage’s strategy. With 50 MPs having visited local branches within the past nine months, Advantage is not only fostering current relationships but also securing future partnerships. This proactive approach equips the consortium better to anticipate and manage any forthcoming industry crises.
Lo Bue-Said emphasised that these engagements are pivotal in demonstrating the travel sector’s thriving status and economic importance. By maintaining these connections, the consortium aims to ensure continued government support and recognition.
Future Outlook and Optimism
Looking forward, Lo Bue-Said suggests that the sector should maintain a high degree of optimism. The AMS model is predicted to drive substantial growth over the next few years, setting a promising trajectory for the consortium’s future.
She encourages industry stakeholders to focus on creating resilient business models that adapt swiftly to changes and continue to deliver exceptional travel experiences to customers. This forward-thinking attitude is deemed crucial in navigating the evolving landscape of the travel industry.
Lo Bue-Said remains hopeful that ongoing initiatives and strategic decisions will bolster Advantage’s position as a formidable player within the travel sector.
Overcoming Operational Challenges
The AMS model also addresses operational challenges that agents face. By outsourcing cumbersome administrative tasks, the members are empowered to dedicate their attention to customer service and sales.
‘People want to start an agency because they love to sell travel,’ noted Lo Bue-Said. The AMS structure supports this passion by removing operational barriers, paving the way for agents to succeed in their core business areas.
Conclusion of Strategic Vision
The Advantage Travel Partnership continues to prioritise quality over volume in its membership strategy. By leveraging the AMS model, the focus remains on supporting agents in their core competencies while ensuring sustained growth and government engagement.
With a robust strategy in place, Advantage is set to navigate future challenges successfully, securing a vibrant path forward for its members.
In conclusion, Advantage Travel Partnership is committed to its quality-over-quantity membership strategy. By focusing on excellence and strategic relationships, it ensures sustainable growth.
