The term "partnership" is bandied about in business like a phrase on autopilot — repeated often but seldom dissected or clearly defined. Travel advisors, however, characterize partners (versus suppliers) in a very distinct way. Through the "partner" lens, they choose service providers that align strategically with them, provide valuable benefits to their firms (and clients) and offer highly differentiated products and services. It's a designation, advisors say, that yields appreciable results in an evolving and dynamic industry.
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Differentiating between suppliers and partners
A travel advisor's ecosystem comprises a diverse range of service providers. At LBAC Travel, a Sayville, New York-based global travel advisory with expertise in Disney destinations, all-inclusive cruises, European FIT travel and luxury experiences, Founder Elizabeth Henn has "intentionally and strategically" built a partnership ecosystem "around companies that share our commitment to excellence, collaboration and long-term growth." Key players, she says, include:
- Resort brands and cruise lines offering consistent service, strong advisor support and exceptional guest experiences
- Tour operators and DMCs delivering unique, localized expertise and customized experiences to align with clients' needs
- Insurance and protection providers safeguarding clients and resolving claims fairly
- Marketing and technology platforms enhancing client communications, lead generation and operational efficiency
- Air partners and consolidators providing flexibility, pricing advantages and dedicated advisor support
But Henn categorizes an organization as a preferred partner (versus a supplier) when the service provider's "role extends far beyond providing a product or service," she explains. That means, "You can trust them to follow through consistently and go the extra mile when needed. You hear from them not just when they need something but because they're invested in what you're doing and want to help you succeed. You can call them during a challenging situation, and instead of deferring responsibility, they say, 'We'll figure this out together,'" she adds.
Amy Westerman is chief magic officer at The Curated Travel Collection headquartered in Charleston, South Carolina. She and her team design personalized luxury travel experiences "from cruise ships and luxury resorts to private guides and hidden-gem restaurants." She classifies organizations as partners based not only on their alignment with her company's growth goals but also on their level of commitment to education and the time they spend with advisors.
"We ask for a 12- to 18-month commitment to consistent, creative engagement — monthly or quarterly — through a variety of touchpoints, including live events, webinars and frequent interactions. Over time, [partners] learn about our business, our ecosystem and our goals," Westerman says. Some of her best partnerships, she adds, have come out of one-on-one conversations between partner representatives and travel advisors during, for example, their annual conference when select partners meet travel advisors in a face-to-face setting.
The Curated Travel Collection's chief executive also requires that her preferred partners have an effective system for resolving issues quickly. "In our industry, we are on the road so much that [some suppliers] use an autoresponder as permission to avoid dealing with a problem. A true partner will find a way to respond no matter where they are," she says.
Christen Perry, owner and travel advisor at Classic Travel Connection in Birmingham, Ala., "a boutique travel agency that sells the world," stresses loyalty "to the people, not necessarily the companies they work for." Thus, the points of contact — the business development managers (BDMs) — at preferred supplier firms are at the top of their game compared to many other suppliers. They listen, keep commitments, invest in her business and treat her advisors with respect, she says.
Preferred partnership ecosystems can be fluid — both diverse in composition and having more than one partner in a particular "slot," Perry says. Because her advisor team spans a wide range of expertise, from cruises and tropical destinations to luxury and Disney properties, her goal is "to make sure there's not ever a time when an advisor doesn't have somewhere to turn to book a certain type of client." Thus, she keeps her preferred partner group small, but also, she advises, "Never put all of your eggs in one basket."
Benefits of partnerships
A strong partnership between a preferred partner and a travel advisor provides mutual advantages. Partner companies and their representatives offer service (accessibility, prioritization, fast response times and premium experiences for travelers); financial (commissions, overrides, special negotiated rates and incentives); operational (business acumen and innovative products) and emotional (confidence, respect and empathy) support to advisors.
Advisors serve as a critical distribution channel for selling partner products and services. That translates into a steadier flow of booking from trusted agencies, repeat business and positive reviews from agencies and travelers, and collaboration on joint marketing efforts (advertising, event sponsorships, influencer partnerships or exclusive travel packages).
Ultimately, travelers benefit from working with travel advisors who have preferred partner relationships. They often gain access to more competitive pricing, premium amenities (exclusive tours, room upgrades, priority check-in or discounts on food and beverage) and VIP service from resort management. For example, travel insurance provider Travel Insured International provides travelers with 24/7/365 availability and a la carte coverage, which can be customized as part of the travel advisor-preferred partner agreement.
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Building a partner relationship
The term partnership implies collaboration between partners and advisors — one that's built rather than born. However, the process of finding partners, establishing the contours of the relationship and evaluating the success of the partnership can take many forms.
Travel advisors can discover potential partners through various processes, including referrals from peers and customers, discussions with candidates at trade shows and conferences or simply watching them in action.
Christen Perry heads up an annual conference for her agency advisors. For the past two years, she has invited 50 suppliers to participate through paid activities, such as exhibition tables, roundtable discussions or dinners. This year, though, she narrowed the field down to just six partners with which, based on her previous years' observations, she wanted to continue a deeper relationship. "I really want to focus our growth on the firms that support our business, invest in us financially and invest in our training and development," she explains.
To define the parameters of a preferred partner relationship with "intentional effort, open communication and a shared commitment to growth," LBAC Travel's Henn follows some essential steps:
1. Create alignment on shared goals and metrics. "Before anything else, we ensure there is alignment around what success looks like for both sides. This usually involves reviewing production goals, sales targets and growth potential so that both LBAC Travel and the partner are clear on expectations from day one," Henn says.
2. Document the partnership through a written agreement or memorandum of understanding outlining the following:
- Expected sales or production benchmarks
- Support commitments (e.g., co-op marketing, training, FAM opportunities)
- Communication expectations
- Resolution processes
3. Designate a partner point of contact with whom to review agreements and progress regularly and adjust support and targets as needed.
However, a written agreement isn't always necessary, says Perry. "I don't think a partnership can be forged with a contract." Instead, she explains, partnership is better defined by "open communication and being honest and genuine with one another."
Evaluating the partnership is also a crucial requirement for maintaining a healthy and successful partnership. Doing so requires metrics and systems. Depending on the agency's needs and interests, data points indicating whether a partnership is "all that it can be" may include complaints or positive reviews from customers and advisors, the Net Promoter Score, the number of new products partners have launched, or other relevant information.
Evaluation systems can range from an end-of-year thumbs-up-or-thumbs-down consensus across travel advisors and periodic reviews involving internal discussions and direct conversations with partners to more structured ways of gathering feedback. The Curated Travel Collection's Amy Westerman describes the quarterly results surveys her firm sends to advisors, which help to uncover, among other issues, any problems with partners. Daily, she says, advisors have access to a ticketing system (via emails sent to a single email address) to get immediate resolution to a problem.
A lot changed in the preferred partnership landscape during the COVID-19 pandemic, advisors say. Then, agencies needed partners more than ever to survive, and many partners — people and businesses — stepped up to the challenge. However, partnerships are relationships, and as such, they need to be continuously nurtured. Giving them meaning, building them strategically and making them measurable helps advisors expand their capabilities, build their brands and grow their businesses.