If I started a travel agency again
Who I’d serve, how I’d charge, and the calculation I’d do before taking bookings.
Hi,
I’ve run a travel agency. If I were starting again today, my first decision would be who I want to serve.
Before the office, the website or the list of destinations, I’d want a clear reason for someone to choose me when they can book the trip themselves.
That decision would shape where I put my money and time.
01 Choose the customer first.
“Anyone who wants to travel” gives me very little direction.
A family planning an international holiday with young children might need suitable hotels, sensible connections and someone to coordinate all the moving parts.
A company arranging employee travel might value quick changes, clear records and a reliable person to contact when plans fall apart.
Both buy travel. Their reasons for paying for help can be very different.
I’d choose one group and define exactly what I’m taking off their plate. Then I’d build the service, supplier relationships and expertise around that promise.
02 Count the work around the booking.
The first conversation. Research. Comparing options. Revising the itinerary. Following up. Handling changes.
It’s easy to forget how much time goes into all of that.
Now imagine those six hours becoming nine. Or the customer taking your research and booking elsewhere.
A customer can love your service while the business earns very little from delivering it.
Before taking bookings, I’d decide:
- What the service includes, including revisions and support.
- What I earn from commissions and what I charge in fees.
- How I handle work beyond the original scope.
- How much time and money each customer takes to serve.
03 Make good service easier to deliver.
I’d make enquiries simple, keep customer preferences organised and use technology for routine reminders and updates.
Software and AI can help with parts of the work. I would still need to check the details and deliver what I promised.
If I’m selling personal attention, the systems behind the business should give me more time to provide it.
The lesson travels beyond travel.
When customers can do more themselves, business owners need to revisit what makes their help worth paying for.
Look for the work that still requires judgment, expertise or difficult coordination. Then work out whether you can deliver it at a price that makes sense for both sides.
Put your service into one sentence.
“My customer pays me to handle ______, because doing it themselves would cost them ______.”
The second blank could be time, effort, uncertainty or money.
Then estimate the hours and direct costs needed to deliver that promise. Compare them with the revenue you actually keep.
Written by Chirag Dhorda, Founder of Nexventure. Get the next edition by email.