Destination Management Training

Destination Management Company Training Manual for USAID
SECTION I. INTRODUCTION TO DMC OPERATIONS.......................................................5
1.1 Definition of a Destination Management Company......................................................5
1.2 The History of DMC Operations......................................................................................5
1.3 Potential DMC Market Niches.........................................................................................5
1.4 Four Key Elements for Branding DMC Services..........................................................6
A) Ensure that you have unique and/or signature tours to offer...................................6
B) The DMC must have the ability to provide the best options and prices.................6
C) Values are what they are looking for...........................................................................7
D) You must have substantive product knowledge........................................................7
1.5 Where are today’s travellers going?...............................................................................7
1.6 The Clients for DMC..........................................................................................................8
1.7 Establishing DMC Credibility...........................................................................................8
1.8 Client Benefits.......................................................................................................................9
1.9 DMC Services.......................................................................................................................9
SECTION II- TOUR PRICING AND PLANNING...................................................................11
2.1 Pricing Tours for Profit....................................................................................................11
2.2 Advanced Planning: Six-Step Process........................................................................14
A) Sample Letter of Authority...........................................................................................16
B) Sample Terms and Conditions for Tour Operator’s DMCs, Retail Agents..........17
2.3 How Travel Agent Select Tour Operators....................................................................20
2.4 Risk Management Insurance.........................................................................................21
2.5 Risk Liability Insurance...................................................................................................22
SECTION III. TOUR OPERATIONS AND DEVELOPMENT..............................................24
3.1 Motor Coach Selection / Inspection..............................................................................24
3.2 Hotel Inspection...............................................................................................................24
3.3 Restaurant Selection / Inspection.................................................................................26
3.4 Negotiation Techniques..................................................................................................28
3.5 Partnering with the International Tour Operator.........................................................28
A) Who is a tour operator?................................................................................................28
B) DMCs responsibility to the International Tour Operator..........................................29
C) The International Tour Operator’s Initial investment:..............................................29
3.6 DMC Structure and Organization..................................................................................29
A) Accounting/human resources/technology/IT support..............................................29
B) Sales..............................................................................................................................29
C) Operations.....................................................................................................................29
D) Program Managers.......................................................................................................30
E) Sub-Contractor..............................................................................................................30
F) Interpretive/Step-on Guides.........................................................................................31
3.8 The role of the International Tour Director..................................................................36
SECTION IV. TRADITIONAL TOURISM OPPORTUNITIES..............................................37
4.1 Traditional Touring..........................................................................................................37
4.2 Package Tours: Benefits for Travelers.........................................................................37
4.3 Associating Personality Types with the Tour Program..............................................37
SECTION V. NON-TRADITIONAL TOURISM OPPORTUNITIES.....................................39
5.1 Future Trends in the Travel-Tourism Industry............................................................39
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5.2 Designing Non-Traditional Tourism programs............................................................40
A) Passion=Profits.............................................................................................................40
B) How to turn passion into profits?................................................................................40
5.3 Today’s Challenges for DMC.........................................................................................41
A) How to overcome challenges?....................................................................................41
B) Strategic planning.........................................................................................................41
C) Sample List of DMC Tour Services............................................................................41
5.4 Evaluating a Destination for Non-traditional Tourism................................................42
5.5 Level 1 Adventure: Soft Adventure...............................................................................45
5.6 Case Study: Introduction to Agri-Tourism....................................................................46
SECTION VI. COMBINING TRADITIONAL AND NON-TRADITIONAL TOURISM OPPORTUNITIES.....................................................................................................................50
6.1 Develop an Eye for Unique Opportunities...................................................................50
6.2 Sample Theme Tours.....................................................................................................51
A) Behind-the-Scene Tour Experiences.........................................................................51
B) Educational Tours.........................................................................................................51
C) Farm Tourism................................................................................................................51
D) Geo Tourism..................................................................................................................51
E) Culture Tours.................................................................................................................52
F) Shore Excursion Tours.................................................................................................52
G) Combining Cruise/River Boat Tour Packages.........................................................53
H) Wine & Culinary Tourism.............................................................................................53
I) Gay, Lesbian and Bi-Sexual Travelers (GLBT).........................................................54
SECTION VII. DEVELOPING A PLATFORM TO DMC STRATEGIC MARKETING......55
7.1 Prospecting for Clients....................................................................................................55
7.2 Promoting and Advertising Tours and Services.........................................................55
7.3 Conducting FAM Tours...................................................................................................56
7.4 Potential DMC Co-op marketing partners....................................................................56
7.5 How to prepare a Press Releases................................................................................56
A) Name recognition..........................................................................................................57
B) Web site enhancement................................................................................................57
C) Rapport building............................................................................................................57
D) The key...........................................................................................................................57
7.6 How to Market your collateral materials?....................................................................57
7.7 How to Promote a Tour Brochure.................................................................................58
A) Creating Tour Highlights..............................................................................................58
B) General Information & Terms and Conditions..........................................................58
C) Layout of a Tour Brochure...........................................................................................59
D) Email Blast.....................................................................................................................62
7.9 International Trade Shows.............................................................................................63
SECTION VIII. TOUR DESIGNING "WEAVING IT ALL TOGETHER"..............................68
8.1 Image and Experience....................................................................................................68
8.2 Four Step Process on Planning a Successful Tour Route........................................68
A) Pacing and Balance......................................................................................................68
B) Mistakes to Avoid.........................................................................................................69
SECTION IX. GENERIC DMC FORMS..................................................................................71
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9.1 Client Pre-Tour Trip Kit and General Information package......................................71
9.2 Sample Cover Letter for Clients....................................................................................72
9.3 Sample Tour Vouchers...................................................................................................74
9.4 Sample Site Inspection report.......................................................................................76
9.5 Sample DMC Tours and Services Evaluation Report................................................80
SECTION X. SAMPLE TOURS...............................................................................................85
10.1 Sample Austrian Spa and Organic Food Preparation Tour....................................85
10.2 Sample Low (soft) Adventure Tour-Canadian Rockies..........................................92
10.3 Sample Classic Spanish Wine Journey.....................................................................94
10.4 Sample Familiarization Tour of Ireland.....................................................................98
10.5 Scenario of a fully Escorted 8-day Italian Tour.......................................................100
10.6 Sample Mid Adventure Tours....................................................................................108
10.7 Sample Art, Culture and Heritage River Boat Cruise through France...............112
10.8 Sample: Spa, Culinary and History tour of Charleston, South Carolina.............114
10.9 Special Sample Themed Tours for Croatia.............................................................118
SECTION XI. ASSIGNMENTS...............................................................................................120
11.1 Sample Tour pricing formula.....................................................................................120
11.2 Plan a Eight Day Tour to Croatia "the Pearl of the Adriatic".................................123
11.3 Branding your Tours..................................................................................................126
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SECTION I. INTRODUCTION TO DMC OPERATIONS
1.1 Definition of a Destination Management Company
A Destination Management Company (DMC) is a professional management company specializing in the design and delivery of tours, events, activities, staffing and transportation, possessing and utilizing extensive local knowledge, expertise and resources to provide tour services.
DMC is a relatively new term that describes a company that specializes in the organization and logistics of Foreign Independent Tours (FITs), group tours, meetings and events in a specific country, city or region. Their in-depth knowledge of the area, their proficient experience in organizing programs and their creativity allow them to create customized programs for the client. No matter what the event or occasion, the obligation of the Destination Management Company is to find a tailor-made solution. They are the local partners of outgoing Tour Operators, Travel Agents and Meeting and Association Planners.
1.2 The History of DMC Operations
During the 1970’s, as a response to meeting and convention planners’ desire for custom group leisure activities during their programs, a new business was born. They are initially referred to as ‘Ground Operators,’ and the first small entrepreneurial enterprises operated in a single destination. These local companies offered basic services including airport meet-and-greet, transportation, tours, and recreational activities for groups. Soon after, numerous other companies added custom parties and themed events, as well as spouse and guest programs to their list of services. The term "Destination Management Company" or DMC was coined to describe the expanded role these companies played as local experts. Leading DMC pioneers formed alliances to provide networking and referrals within an exclusive group.
1.3 Potential DMC Market Niches
A DMC should avoid spreading itself too thin over too many segments of potential cliental markets. The preferred route is to become an expert in serving the needs of one of the market niches listed below:
Tour Programs
Foreign Independent Tours (FITs)
Cruise/River Boats and Barge Ship excursions
Association meetings
Incentive Programs
Meeting Planning
Theme Parties/Event production
Religious programs
The Film industry/rock stars
Government Agencies (NGOs)/Embassies
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1.4 Four Key Elements for Branding DMC Services
A full service DMC offers group leisure activities in the destination, including group tours, ground transportation, and special event productions. Destination Management Companies are an incredible resource to the trip planner as clients, saving him/her time, money and stress. In order to start a new DMC service, you need to have the following four key elements:
A) Ensure that you have unique and/or signature tours to offer
Seeking niche markets and building a solid client base are essential to surviving in the travel and tourism industry. For whom will you tailor your tours: senior citizens, gay individuals, wine enthusiasts, students, antique dealers, etc.? Once you have selected your targeted group, research the demographic characteristics, such as income and geographic location. Consider departure cities: remember it is a lot easier to fly from New York to Croatia than to travel from California. People do not want to spend a lot of time getting to their vacation spot.
B) The DMC must have the ability to provide the best options and prices
You need to understand the mindset of your current and future customers so you can increase your business opportunities. While we conduct business each day we make assumptions. Unfortunately, many assumptions are not based on solid research or an understanding of our customers. The important part is to separate fact from fiction. By understanding the decision-making process of leisure travellers, you will be better equipped to address the issues most important to your clients.
DMC’s are not just about providing the best price. Consumers are looking for the best overall solution to their individual travel needs. We have a tendency to immediately think price is what sells and not necessarily what the customer wants or needs.
No two customers are alike. What works for one may not work for another. Taking the time to better understand your customer, one at a time, can increase your closing percentage. Price is important when it is the only thing you sell.
Your tour programs must…
Grab the potential client’s attention.
Motivate them to make contact with your office.
And leave you with a profit for your efforts.
Saving money is also not just about price. It is more about value. If the hotel was not the right location, if the cruise was not the right cruise line, if the golf course was not the right golf course, it does not matter how much your customer saved. They will not come back to you. Saving money is important to consumers only after they have evaluated the value equation.
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C) Values are what they are looking for
This is where you, the DMC, can provide a discernible difference. By properly qualifying your customers up front, you can recommend relevant offerings and also provide cost-saving strategies. Moving a date, changing the location of a room/cabin, and being open to flight options all can save money. Nobody wants to pay more than necessary. In today’s environment, it is now fashionable for customers to brag to their peers and friends how much they have saved, whether it is a hotel room, airline seat or cruise. Value perceived and received is critical. And remember, if the Tour Operator’s customer has a bad travel experience, you will never hear from them how much money they saved.
D) You must have substantive product knowledge
You need to have substantive knowledge about your destination and related business information in order to become a DMC. The following is a list of different pieces of essential knowledge you need to have:
Determine if there are any goals or needs that might make your country or region more preferable.
Choose a convenient location based on where your guests are travelling from, their travel time and cost to reach a destination and a site near air and/or ground transportation.
Adhere to your DMC travel programs and current arrangements with preferred hotels and airlines.
Be aware of seasonal hotel occupancy rates, room taxes and recent changes in supply or demand that will affect your expenses.
Schedule around big conventions or festivals that could limit hotel room supply and services during your meeting or event dates.
Check flight schedules/frequency to your destination - most participants prefer direct, non-stop flights.
Consider factors such as weather, security, political/social climate and labour considerations that may affect participation and/or costs of the tour programs.

1.5 Where are today’s travellers going?
In a recent United States Tour Operator Association (USTOA) survey, the organization asked their members whether they were planning to add a new destination for the upcoming years. The followings are the top destinations for 2005-2007:
Top Destinations - Croatia, Costa Rica, and New Zealand were in a three-way tie for the most popular new destinations.
Second Place - Argentina, Brazil, Iceland, the South Pacific, and Turkey tied for second place.
Other new destinations cited by USTOA members are listed below by area:
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Central and South America: Guatemala, Mexico, and Panama.
Africa: Ethiopia, Rwanda (gorilla trekking), and South Africa
Europe: Apulia, Italy European cruises, Mallorca, Scandinavia, and Southern Italy.
Mediterranean/Eastern Mediterranean: Egypt, Greece, Iran, Jordan, Libya/North Africa, Malta, and Syria.
Central Europe: Russia, Badlands and Slovenia
Asia: India, Taiwan, and Yangtze River cruises/Mekong river Cruises
Australia, Papua New Guinea, and Tasmania.
United States: Arizona and Historic Trains of the Southwest
Tour Operators buy insight. This is the most important attribute next to the offering of price and product options. DMCs may position themselves to be travel experts if they have the proper training and knowledge to back it up. This is why continuing education is so critical. Also, a DMC cannot be an expert in everything. It is important to narrow your scope in travel products and experiences. However, the key is being the best at what you choose. Learn about the travel products you are recommending through familiarization trips (FAMs), site inspections, collateral materials, the internet, and past customers. Your insight is what the Tour Operators will pay for, not a brochure or handout. Insight is your most valuable asset. In addition, accreditation builds trust and credibility informs the Tour Operator they are dealing with a professional DMC.
1.6 The Clients for DMC
These are the potential clients for your DMC business:
International Tour Operator’s
Travel Agents
Event Planners
Tour organizers/Association presidents
The consumer
Association presidents
Fraternal organizations

1.7 Establishing DMC Credibility
Clients will request a list of references; they need to review DMC past performances and staff along with additional information to include:
Longevity-proven track record
Tour offerings including price, uniqueness, pacing, level of services (2,3,4,5, star service, guides )
Financial stability and credit ratings
Client references with a list of satisfied references
Basic company structure-sufficient staff
Insurance and risk management/ liability insurance
Computer technology: type of computers and software
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List of Professional Membership the DMC belongs
Member of the country & city’s convention/tourism bureau.
References obtained from the Ministry of Tourism Sales Department.
Are they a licensed business or Corporation?
What is the experience level of the employees?
Who will be on-site during the program?
Can the DMC officers be reached after hours?
Client to preview contracts and terms.
Request proof of at least $1 million insurance coverage.
Proof of certificates of insurance from vendors.
Conduct site inspection (hotels, restaurants, motor coaches, attractions)
The Tour Operators conducts a site inspection by "walking the tour"
1.8 Client Benefits
A client hires a Destination Management Company to represents themselves, their goals and their objectives to the subcontractors in the region where the tour programs are being conducted.
The client benefits from the DMC’s knowledge of local products, service quality and reliability. The DMC will offer the following benefits;
DMC will negotiate on the client’s behalf, always keeping their best interest and budget in mind.
DMC can utilize its relationships and purchasing power with suppliers in the area to provide the highest quality of service in the most cost-effective manner.
One contact and payment to keep
Retain on-going relationships with vendors that allow obtaining all the details in line and simple for the client.
DMC’s knowledge of the finest local venues, caterers, décor, transportation and other event service companies. Looking for best quality, service and negotiations.
Creative ideas for special interest tours, event planning, teambuilding and challenging situations.
Access to and experience with the new, exclusive and unique venues, hotels and restaurants.
Analyze and evaluate appropriate hotel/activities suited to match the demographic and size of the group; eliminate options previously offered; research and secure accommodation/activities that support group needs & desires; evaluate "return on investment" (ROI) when appropriate and applicable.
Evaluate and select entertainment options appropriate for group and client objectives; manage entertainment contracts and rider requirements. Showcase unique elements of the destination; create exclusive opportunities unavailable to general public and unknown by client.
1.9 DMC Services
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Airport Meet & Greets
Transportation/shuttles
Group Tours
FIT’s (Foreign Independent Travel)
Recreation & Sporting Activities
Special Event Production
Road Rallies
On-site Staff (hospitality tour desk)
V.I.P Hospitality services (celebrities, diplomats, politicians)
Family & Children’s Programs
Family reunions
Weddings
Pre and Post convention tours
Shore excursions
Land & cruise tours
Dine-a-rounds
Event Production
Incentive Programs
Meeting Planning
Theme parties
Team Building Activities
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SECTION II- TOUR PRICING AND PLANNING
2.1 Pricing Tours for Profit
Saving time and money is important today. How is value measured today?
It used to be measured by this formula:
Price x Quality = Value
Today the equation is different:
Price x Quality x Personalization Divided By (Time + Energy) = Value
Consumers do not feel they have enough time. We live in a time-deprived society. Six out of ten leisure travellers do not feel they have enough vacation time. Travel agents are invaluable because they provide a personalized travel experience at the right quality, price and most importantly, save time and energy for the customer.
The customer could save money by going online and spending hours finding the best deal in terms of price, but the DMC / Tour Operator offers a better option by matching the right travel product at the right price, tailored to the traveller’s individual needs. In fact, the value of a DMC/ Tour Operators will grow as the world continues to become more complicated, time deprived and stressful. Consumers will more frequently turn to travel experts who will act as travel concierges and consultants -- another new role for the DMC.
With so many factors involved, pricing can seem complicated. Three important questions will help you succeed in establishing pricing for tours:
If the answer to all three questions is, ‘yes,’ then proceed to plan your tour pricing. By the time you have decided to move forward research of your competitors’ prices, for similar tours, should be complete.
It may seem wise to ask for a higher price if distinctive elements are added to the proposed package, however, you must test the market to ensure that sufficient numbers of people are willing to pay a little more than the going rate because of signature items in a tour package.
The Three "Can I" Questions
Can I compete with established tours?
Can I sell the tour at the price being considered?
Can I make a reasonable profit on my investment at the price being considered?
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Finally, if you are designing a tour for a tourism agency you need to be aware of each tour company’s policy with regard to profit margins or mark-ups. Most corporations normally set a minimum mark-up below which they may not sell a product. The profit margin on the package will be something the company should be prepared to estimate wisely. Consequently, the tour designer will have to bear in mind company policy on profit margins. A "reasonable profit" means at least the minimum margin prescribed by company policy. Of course, the higher the price of the package, the higher the profits for the tour company.
The challenge is to price your tours without crossing the "price breakpoint," where you price yourself out of the market. Pricing is critical to marketing strategy. Your clients--individuals, tour operators, convention planners--will consider your tour prices as the key factor in selecting your services. The difference in price must be substantial enough to capture the target market’s attention and leave enough margins to make a profit. You should also figure in a certain percentage for "mistakes" and time of year; high, shoulder and low-seasons should position your tour programs in relation to the "psychographic" characteristics and your competition.
Types of Tours You Plan to Operate
Motor Coach-"Traditional"
Student (Quads)
Special Interest Tours (SITs) Non-traditional
Foreign Independent Tours (FITs)
Land & Cruise
Don’t forget to add your operating costs into your tour pricing! These include fixed costs:
Rent
Phones, FAX, web hosting and development
Salaries: full time/ sub-contractors
Advertising: local, regional, international
Brochures: development, print, distribution
Tour Development: site inspections, travel expenses

"Important term used by the Hospitality and Tourism Industry"
• Net Your Cost
• Gross includes mark-up to cover commissions and for profit
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Included in tour cost, if
Mark-up 25% to 30% $_______________
Selling price (Per Person) $ ______________
Sample Costing Sheet
Costs vs. Profits
What is your estimated annual operating cost? $________________
How many tours do you need to operate to break even? $________________
Number of clients needed to break even ________________
Number of clients to show a profit? ________________
Selling Gross Price
(With Commissions) $________________
Free or Discounted Tours for Tour Organizers and ITD (International Tour Directors)
There’s an old saying: "There’s no such thing as a free lunch"—and in this case, there’s no such thing as a free tour.
Tour organizers are expected to participate actively in exchange for their free fare.
Tour organizers should:
• Promote the tour program
• Collect funds
• Manage and deliver the clients to your destination.
• Act as a liaison between you and the members while on tour.
• Work 24/7 to keep tour members happy.
• Continue to promote future tour programs you organize.
B) The Role of the ITD / Tour Conductor
The ITD or International Tour Conductor, who will accompany the group from their home town, will stay with the group for the entire trip, and escort them home. Free trips for Tour Organizers are fixed costs. In many cases, the organizer will want one free trip for fifteen paid passengers. Free trips can be priced in simply by prorating them over the amount charged to the members of the group.
TIP: Cruise companies normally provide one free fare per 15 full-paying passengers. Tour companies’ pricing may range from one free fare per 6 full-paying passengers to one free fare per 25 full-paying passengers
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2.2 Advanced Planning: Six-Step Process
The typical six step process for the DMC staff; Sales department, Operations, Tour Guides, Tour Designers, Accounting starts well before operating a tour program.
Step #1
Upon receipt of a Program Proposal the DMC should consider preparing a proposal in a variety of ways. Remember, there might be as many as 10-15 businesses that identify themselves as DMCs. In preparing the proposal the DMC needs to ask whether a detailed prospectus (e.g. extremely detailed with numerous photos, itineraries) is needed or whether conceptual ideas with estimated budget figures might suffice at this stage of the planning process.
Step #2
The below list of goals will assist the DMC clients in achieving their stated mission.
Determine the purpose of the tour;
Educational opportunities
Cultural/History
Soft/High Adventure
Special Interest
Special events
Sporting events
Arts & Crafts
Agri-tourism

Step #3
Researching Clients Demographics
Consider the size of the group, gender mix, ages of attendees, and any special needs.
Determine tour dates. Avoid dates that coincide with other events or holidays.
Are the dates and/or days of the week firm or flexible?
Plan the tour in advance to secure the most desirable hotel /cruise.
List food and beverage requirements for special occasions
Consider air and ground transportation needs.
Plan entertainment and recreation needs, group activities.
Designate an administrative person to create name badges and coordinate written tour materials; optional tours, departure notices, welcome signs.
Schedule guest speaker, lectures, local politicians or celebrities(s), if required
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Step #4
A number of Pre-planning steps are involved
Establishing the following goals and objective of the upcoming tour program;
Create a budget
Design the program
Negotiate contracts
Establish a timeline
Hire subcontractors
Plan logistics
Conduct tour program
Tour Guides-Oversee tour program
Ensure clients safe return home
Follow-up details

Step #5
DMC Proposal Preparation & Protecting Intellectual Property
It is imperative for DMC’s to protect their intellectual property as best they can. Every proposal is copyrighted, and the following is stated on the front of proposals:
All ideas and concepts detailed in the enclosed proposal have been developed exclusively by GEM Meting and Tours, LLC for ABC Tour Group, and are considered by GEM to be a proprietary nature. These ideas and concepts remain the property of GEM.
In this respect, clients must ensure their proprietary rights are protected and refrain from disclosing its contents to our competitors or any third party. Unauthorized use of these ideas and concepts is strictly prohibited.
All documents, written proposals and other materials submitted by GEM will be returned to GEM upon request. Should you wish to produce the ideas and concepts included in this proposal without retaining GEM, a consultation fee of $1,000.00 will be required.
Step #6
Sample Letter of Performance
Client name (hereinafter "CLIENT") acknowledges that it will contract with DMC to perform services for CLIENT, which will be outlined in the contract forthcoming and submitted to client for approvals. CLIENT may hereby authorize DMC to act as its AGENT in negotiating and contracting for specific services. Client further acknowledges and agrees that it will indemnify and hold harmless DMC from any costs, debts, liabilities, judgments and expenses that vendor may attempt to bring against DMC,
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while in the performance of its obligations to the client, in acting as its agent, and attempting to fulfil the services/activities of the contract between DMC and the client.
A) Sample Letter of Authority
The person executing this letter of Intent represents that he or she has the authority to bind the organization to the commitments made herein, and such action is taken with the full knowledge of the governing body of the organizations.
Please return signed agreement by date,
Signature:___________________
Name:______________________, Title:__________________________
Account #_______________
Sample Contract for Services
CLIENT hereby engages GEM to arrange for and coordinate the services described in the attached Service Contract for the PROGRAM (Name of program).
A. Projected program dates:
B. Projected program price:$
C. Schedule of Deposits:$
D. Initial Deposit:$ Due Date:
E. Second Deposit:$ Due Date:
Prices for services are detailed in the attached letter of confirmation. All prices and services are tentative until this contract is signed and dated by both parties.
Sample DMC/Client Contract to Include Specified Requested Services:
Meet & Greet/Airport transfers
Shuttle/Transportation Services
Accommodations
Tours & Recreation
Special events/Parties
Dining Arrangements
Gifts & Amenities
GEM may declare this contract null and void if it is not signed and returned by client on or before "return by" date.
Terms and conditions on the back hereof are made part of this contract.
For Client
By: Contact Name
Signature:______________________ Date:________________
Account #____________
Terms and Conditions: (issues to be addressed)
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Insurance
Performance
Payments
Cancellation
Copyright
Surcharges
Agreed By:_______________________Date:______________
Here are two examples of contracts between a DMC/Tour Operator and the Client that should be present in all promotional materials and at the time of reservations.
B) Sample Terms and Conditions for Tour Operator’s DMCs, Retail Agents
Tour Services
These are quoted in dollars (US/Canadian/Euro) and are based on the cost per person sharing double accommodations. Single accommodations can be provided at an additional charge of $60 per person per night. Pricing will remain unchanged during the validity shown except for any element of air transportation, which may be affected by later uncontrollable fuel price escalation.
Included in the Tour Price
All prices include roundtrip airport transfers, meet & greet service, four star accommodations and three meals per day, and all items listed on the trip’s itinerary.
Not included in Tour Price:
Items of personal nature
Optional excursions not specified in the itinerary
Visa
Airfare
A total of 25 lbs. (12 kilograms), plus photographic equipment within reason, is the maximum allowable baggage, and gear should be packed in one soft luggage bag of your choice. Tour Operators will not be responsible for the carriage of baggage exceeding this limitation nor for storage in the event of offloading. Arrangements for onward forwarding or storage of additional baggage must be made through your travel agent, airline or hotel of last departure."
Deposits
"A 20% non-refundable deposit is required to book. Final payment is due thirty-five days prior to departure."
Groups
"There is a special tariff for groups of 10 or more passengers."
Cancellations Policy DMC & Tour Operator to agree on the following terms and conditions
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If a booking is cancelled, the company reserves the right to retain the full deposit of twenty-percent. If a booking is cancelled less than 21 days before departure, the Company retains the full deposit and in addition a cancellation fee will be charged as follows:
Under 21 to 15 days notice: 45% of the total fare
Under 15 to 7 days notice: 60% of the total fare
Under 7 days notice: 80% of the total fare
The company will not accept responsibility should flights be missed.
Passports and Visas
It is the responsibility of the client to ensure that passports and visas are valid for the countries visited.
Airline Clause
The carriers concerned are not to be held responsible for any act, omission or event during the time passengers are not aboard the aircraft or conveyance. The passenger ticket to be used by the airline concerned shall constitute the sole contract between the airline and the purchase of these tours and/or the passenger.
Responsibility Clause
(Name of tour operator/DMC), your travel agent, operators of the tours and /or suppliers of services acting only as agents for the supplier advise you to be aware that during your participation in a tour, certain risks and dangers may arise including, but not limited to, the hazards of traveling in either the country of origin, destination or through passage, in undeveloped areas, travel by boat, aircraft or other means of conveyance, the forces of nature, political unrest or other military action and accident or illness in remote regions without means of rapid evacuation or medical facilities. Also be aware and clearly understand that (Name of tour operator) will not have liability regarding provision of medical care or the adequacy of any care that may be rendered and cannot accept any responsibilities for losses or additional expenses due to delay or changes in air schedules or other causes. All such losses or expenses will be the responsibility of the member of the tour, as the rates provided re for the arrangement only at the time stated. It is understood that (Name of tour operator) will use their best efforts to ensure that all adequate measures are taken to avoid such occurrences. The right is reserved to make minor adjustments to the itinerary and the right is reserved to cancel any tour prior to departure. (Name of tour operator) may not be held responsible for any loss or damage to luggage, before, during or after the tour program. The acceptance of final vouchers or tickets shall be deemed to be consent to the above conditions. Passengers will voluntarily participate in these activities with the knowledge of the dangers involved and therefore agree to accept any risks.
The Company may, at its discretion, and without liability or cost to itself at any time, cancel or terminate the passengers booking, and particular without limiting the generality of the foregoing, it shall be entitled to do so in the event of the illness or the illegal or incompatible behavior of the passenger, who shall in such circumstances not be entitled to any refund.
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Itinerary
The itinerary is the written travel schedule prepared by The GEM Group, Ltd., listing the scheduled daily activities and itemizing the travel services purchased, including, but not limited to, hotel accommodations, prepaid meals, and prepaid transportation, including self-driven vehicles and vehicles with a driver, sightseeing tours, and prepaid entertainment. In the event of a difference between the information contained in the brochure and that contained in the itinerary prepared for and delivered to the Purchaser, the language of the itinerary shall control.
Tour Voucher
Coupons delivered to Purchaser with the itinerary as part of the tour package constitute evidence of prepayment by Purchaser for various travel services. These vouchers may be exchanged on arrival for payment vouchers, representing the same services. The GEM Group, Ltd. is bound by only the terms, conditions, and representations, if any, which are contained on the vouchers it delivers to the Purchaser.
Tour Package Price
The price of the tour package includes all of the prepaid travel services represented by the vouchers provided to the Purchaser, together with the charges by The GEM Group, Ltd. for its services in preparing the itinerary.
Until payment in full is received from the Purchaser, the cost represented by the vouchers are subject to change, without advance notice, due to fluctuations in the tariff, exchange rates, and other charges beyond The GEM Group, Ltd. Control and may result in a change of price to the Purchaser.
Price does not include charges for passports, visa, inoculations, laundry, liquor, soft drinks and beverages, cover charges, excess baggage charges, travel cancellation or interruption, accident, and baggage insurance, expenses for guides or transportation not included in the itinerary, optional tours, any items of a personal nature, any items not specifically listed as included, all international departure taxes, and International fares.
Any charges levied by any of the providers of travel services as cancellation charges will be added to the cancellation charges made by The GEM Group, Ltd.
Purchaser’s failure to appear at the time of departure without prior written notice will result in a cancellation charge equal to 100% of the tour price.
For cancellation charges levied by airlines, refer to airfare fuels or contact your airline.
Refunds
In the absence of exceptional circumstances, no refunds are given for any unused prepaid services included the tour package or any changes made in the itinerary while en route, including, without exception, changes in hotel accommodations, sightseeing
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excursions, and transportation services. Charges included for services provided by The GEM Group, LTD or Agents or Travel Suppliers are not subject to refund.
A request for refund must be accompanied by a statement settings forth the claimed exceptional circumstance, the reason for the change in the itinerary, the change made in the itinerary, the reason for the failure to utilize the service provided, the item for which a refund is provided, the item for which a refund is requested, the unused vouchers, and receipts for the alternative services utilized, if any.
Release
Group organizer, travellers’, and tour participants, individually and jointly, release The GEM Group, Ltd./DMC from any and all liability and responsibility, known or unknown, present or future, for any and all loss, injury to person, damage to property, or accident, or which may be the result of any delay or change of itinerary, or irregularity connected with the tour package purchased, which is beyond its control, including but not limited to, acts of God, transportation problems, fire, machinery or equipment malfunction or failure, government actions, wars, civil disturbance, labor disputes, riots, thefts, sickness, or weather, and which includes all expenses or damages, direct or consequential, claimed or sustained by group organizers, tour participants, or travelers, who waive their individual rights and waive all claims against The GEM Group, Ltd. based on any claim of negligence by any of the suppliers of services included in the tour package. This release is binding upon group organizers, tour participants, travelers, their representatives, heirs, and assigns.
Travel Documents
Questions concerning details of visa requirements and formalities of obtaining passports and supporting documents are the responsibility of the traveler.
Acceptance of and Fees for late Reservations
Provided that The GEM Group, Ltd. has received full payment for all included services, reservations for travel arrangements will be accepted up to seven days before departure. Fees for late reservations for travel arrangements are not assessed; however, extraordinary expenses incurred in processing such late billing will be charged to Purchaser.
Important Notice
The GEM Group, Ltd. reserves the right to cancel a tour prior to its start, in which case, its liability shall be limited to the refund of all monies paid by purchaser.
2.3 How Travel Agent Select Tour Operators
Travel agents have a tremendous desire to acquire useful information that will assist them in matching the product to their client and close the sale.
The list of eight factors voted on by the ASTA (American Society of Travel Agents) members:
Reputation/Quality of product
Commission/Override offered (10%,12% + 1 to 2% end of year bonus)
Matches agency’s customers
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Ease of booking
First-hand knowledge of product (support & training provided by local DMC staff)
Personal relationship with supplier representative
Loyalty program for agencies
FAM trips
Sample commission paid to Travel Agents by Tour Operators
14% land commission on group bookings with one complimentary land voucher for a group of 15 paid passengers.
15% land commission for President’s Club Agents on group bookings with one complimentary land voucher for a group of 15 paid passengers.
16% land commission on a group booking with one complimentary land voucher for a group of 40 paid passengers.
Complimentary air voucher for a group of 20 paid passengers to; Europe, Australia, Africa, Asia, India, Egypt and South America.
2.4 Risk Management Insurance
Once you have recognized the nature of the risk, you can begin to plan to control it.
When considering risk insurance, consider the following;
The potential risks
Ways to deal with the risks
Insurance Coverage
Don’t forget to offer insurance coverage on all tours and cruises. Have the clients sign a form acknowledging they were offered the option to take the insurance and provide a copy to the ITD/Tour Organizer who will be escorting the tour/cruise.
In the interest of preventive legal planning, the Destination Management Firm or Tour Company should consult with their attorney to discuss contracts and review the necessary insurance coverage and the preparation of a responsibility clause for any tour brochures that are scheduled for distribution. The firm should be aware of the importance of liability protection, errors and omissions coverage, and the way to lessen risk against such things as travel suppliers’ (airlines, hotels, tour companies) defaults, employees’ illness or accident on tour, and the travel suppliers who do not live up to their contracts and commitments.
Liability Insurance
Liability insurance protects the firm in the event a tour member hurts him/herself and claims negligence, or if the transportation company carrying the group is involved in an accident or death. It is recommended that the tour group be named as a rider to the insurance policy for the duration of a specific trip.
Errors and Omissions Insurance
Errors and omissions insurance, or "E & 0" as it is often called in the travel industry, is equivalent to malpractice insurance. It protects the firm in the event staff or an outside contractor makes an error causing a client hardship and expense. There will be occasions where the tour did not live up to the client’s expectations, and they will bring
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suit against the firm for the selection of a hotel or for having used poor judgment. Even if the destination travel firm is in the right, the cost of legal defense can be extremely high. Having the errors and omissions insurance company attorney work to settle such problems can prove invaluable.
2.5 Risk Liability Insurance
As with any niche industry, there are certain risks that are commonplace and shared within destination management. With each and every planned activity comes the chance of injury, damage, or loss. DMCs protect their attendees and themselves by recognizing each potential risk, minimizing the risk as much as possible, and purchasing the appropriate insurance.
Risk Associated with DMCs services
Adventure tours: falling, drowning
Auto rental/mopeds, accidents
Charter flights, plane no-show
Cruise/yachts, itinerary changes
Entertainers, cancellation, inappropriate material
Food and beverage, food poisoning, allergic reactions
Helicopter tours, motion illness
Liquor service, injury to others, driving after the function
Water sports, personal injury
Whitewater rafting, drowning
Insurance Terminology
There are five distinct and different coverage’s offered- each with the following standard limits:
General Liability: $2,000,000 limit also called Third Party or Public Liability, this covers bodily injury and property damage to tourists while in your care, custody and control while enjoying your various tours or sites. This coverage excludes auto, aircraft and motorized watercraft. Non-motorized watercrafts such as kayaks, canoes, sunfish, etc are included. There is no deductible for bodily injury so you are covered from first dollar! This does not replace any business property or liability placed locally.
Contingent Auto Liability: $5,000,000 limit, for vehicles with a capacity of 40 or more passengers and $2,000,000 for those vehicles with a capacity of less than 40 passengers. This coverage sits over whatever is the local legal limit and can be utilized for owned, hired and non-owned vehicles. For example, if your local limit is $100,000 this would provide the contingent liability to the full limit required. This coverage applies to you tour participants while in transit picking up that coverage excluded in the general liability.
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Primary and/or Contingent Watercraft Liability (Motorized): $2,000,000 limit, this can provide primary hull and liability coverage for owned watercraft having a motor that carries passengers for hire. The liability can cover the vessel, crew and passengers to any of the three limits available. While scuba diving, parasailing and jet skis are excluded but swimming and snorkeling are included.
For non-owned watercraft there is Contingent Watercraft available and is similar to the contingent auto as it picks up that coverage over the local legal limit excluded in the general liability.
Aircraft: as with the watercraft both hull and liability coverage is available for those tours involving either owned fixed wing or rotor. Again, filling in that gap in the general liability.
** For additional information on the different insurance coverage’s available through the Royal Marine Insurance Group visit www.rmig.us
DMC Code of Practice-Principles of Professional & Ethical Conduct
Deal with clients, business associates and suppliers in a professional and business like manner.
Protect the confidentiality of all proposals and pricings received from suppliers.
Provide the supplier with legitimate business reasons as to why the proposal was rejected.
Honor signed contracts in spirit as well as intent.
Indicate to suppliers whether the program is definite or if other options/venues are being considered or any changes in size of group as that information becomes available.
Provide host hotel/venue with pertinent information that will directly impact the operation of stated hotel/venue.
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SECTION III. TOUR OPERATIONS AND DEVELOPMENT
3.1 Motor Coach Selection / Inspection
One of the most important decisions to be made is the selection of the motor coach and driver. When it comes to selecting a coach, go for the best and most reliable equipment. You will have less chance of breakdown, air conditioning units that fail, a public address system that does not work, or a driver who is rude and unfamiliar with the tour route.
Your files on motor coach should be updated semi-annually.
Also, make note of important items such as:
Necessary licenses, both local and interstate.
Check the carrier’s insurance that he or she has airport rights for pick up and drop off at departure gates.
In the event of a breakdown, verify how many pieces of equipment are in his or her inventory for back up.
Check to verify if the coach company is charging "deadhead miles." If this is the case, the Destination Manager might consider other alternatives to keep the costs down.
Confirm with the client how many seats aboard the motor coach will be available for sale. The front two seats are normally set aside for the tour director, tour escort, and tour guide. It is advisable not to fill a motor coach to full capacity on a one day or extended tour.
Average age, type, and seating capacity
Height clearance for their motor coaches
Frequency of cleaning
Bus driver uniform policy
Cost of additional services such as videos, music, and coach amenities
Charges
Am I being charged for distance by miles, or chartering for my itinerary or for a period of time?
Who is responsible for the driver’s meals and accommodations?
Payment and Cancellation Policies should be fully understood along with the cancellation and payment schedules before you charter a coach. Some motor coach firms provide trip insurance program that protect your deposit in the event your tour group cancel.

3.2 Selecting Hotel Accommodations
3.2 Hotel Inspection
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This is an intricate part of your clients’ travel plans, whether it is for business or a leisure trip. A sense of security and relaxation is necessary while residing in an unfamiliar environment. A tour or business function can turn sour when a client experiences a hotel that is overbooked, rooms not up to the client’s standards, poor hotel services, or an undesirable location. These will all have repercussions for the booking agency.
A good DMC and their tour guides must keep abreast of the continuous changes in the hotel industry. There are older properties that never change, but remain stable and consistent in the services they provide. On the other hand, new hotels, acquisitions, renovations, and changes in management are just some of the reasons most of your recommended accommodations to clients should be inspected. It is up to you to make note of these changes.
With respect to tour groups, the on-site inspection is necessary not only to inspect the hotel property, but also to meet with the hotel staff and develop a working relationship as well as a solid understanding of the nature of group functions. The hotel and staff will become an extension of your firm.
Tips for Getting the Best Deal:
Schedule negotiations early; six months or more in advance.
Prioritize what is truly important for your client’s success before you enter into the negotiations.
Ask about the facility’s peak, off-peak and shoulder seasons, and the days of the week on which it would prefer to book business
Be aware that hotels typically give one complimentary room night for every 20-50 rooms occupied-Cruise ship 1 complimentary for every 15/25 passengers.
Consider upgrades and/or special amenities and services as important as negotiating dollar savings. For example, upgrading VIPs/special guests to Executive Level rooms or Suites at the group rate might be more important than obtaining a greater percentage off the room rate.
Determine the type of hotel that will best suit your meeting or event needs (an airport hotel, convention and meeting hotel, resort, conference center or all-suite hotel).
Determine the type and number of guest rooms needed (singles, doubles, suites, specially equipped business rooms or rooms accessible for people with special needs.)
Alter your arrivals and departures to occur on days of the week when occupancy rates are typically lower (Thursday, Friday, and Sunday).
Choose a hotel that is reopening after renovations or an acquisition by new owners. Try selecting a hotel that is new to the market; they often offer special rates to encourage business. (Note: Make sure your contract covers all contingencies, such as incomplete renovations or properties that do not open as scheduled.)
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Ask to see a facility’s standard contract, noting deposit, payment, attrition, and termination and cancellation policies. Negotiate a final agreement that incorporates their standard language, your company’s and the negotiated agreement.
Make sure you have a binding contract. To be enforceable, a contract must specify definite terms, be accepted by both sides and be signed by people with authority to enter into the agreement.
Look for termination clauses, often referred to as "Acts of God" clauses that apply when a tour is interrupted because of forces beyond the control of the group or the facility. Generally, there are no penalties assessed to either party in these circumstances.
Facilities that meet your needs, such as sleeping and meeting rooms, restaurants, sightseeing and recreation options.

3.3 Restaurant Selection / Inspection
It is often overlooked that a typical tour group will spend more money each day for meals than any other tour component, including lodging, sightseeing, and guide service. Breakfasts are generally provided at the overnight accommodation. However, most group tours will use restaurants for lunches and dinners. If table service is requested, the Destination Manager may schedule the meal stops around the restaurants off peak hours to ensure quality service. In many cases, the tour price will not include meals. If so, the restaurant selected should have a diverse selection and a wide price range.
Below is a list of important items a restaurant should consider when marketing to and servicing the group travel market:
Group menus: If a special menu is offered to a tour group, it should have a diverse selection including both light meals and full meals.
Flexibility: Some group members may be on restricted diets. Restaurants should be flexible. If a buffet is served, group members should be able to order from the menu as well.
Service: Restaurant service should be fast, friendly, and efficient. Tour groups should receive the same service as all other patrons. Destination Managers should look for restaurants that can serve the entire tour group within 60-90 minutes.
Tip and Tax: Many tour operators prefer restaurants to include tip and tax on the bill. Whatever the agreement is made should be agreeable to both parties.
Attractiveness: Destination Managers often select restaurants that offer individual character. Restaurants that have a special ambience characteristic to the area make the tour destination more memorable.
DMCs- Checklist for Restaurants
Group size: Minimum and maximum number of clients they can accommodate
Individual: Will discounts or commissions be offered for a number of clients refereed to the restaurant during any one calendar year?
Escorts/Tour Guides/Tour Directors: Are they given complimentary meals while escorting a group?
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Bus Driver: Complimentary meals? Area to wait and relax during the group’s function?
Prices: Cost per person, taxes and gratuities
Seating arrangements for groups: Close to entertainment, stairs, handicap accessibility
Dining: Buffet or sit down, menu choices
Entertainment: Type, time (weekdays or weekends)
Parking for motor coach: Can the motor coaches get to the front door in case of bad weather?
Method of payment: Company check, credit card, partial payment, final payment
Welcome signs for groups: Make them feel welcome
Special themes/Food preparation: Birthdays, special events
Contact person: Who signs the contract and will be there during your function
Reservation and Cancellation policies: Amount of money to secure the reservation, cost per person with tax and gratuity (other fees)
Meal Plans- (MAP-FAP-EP) meal programs in the tour package

Checklist for Pre-Dinner Group Functions
Check out area or room no less than one hour in advance of the group.
Post "Welcome Sign"
Make certain you have enough tables, chairs, etc, and that they are properly arranged.
In a public room or at a dinner show, see to it that the group has the most advantageous seats.
Make certain the dining area has enough staff to handle this function—captains, waiters; busboys make sure the menu to be served is in accordance with hotel contract.
If wine or drinks are to be served, verify with the captain(s) what exactly is to be included, the kind of wine to be served, and how tips will be handled
When hors d’oeuvres are included, check that they are ready and that the supply will be adequate.
For birthdays, anniversaries, and other special occasion, you should arrange for a cake to be delivered. This is an excellent opportunity for the tour members to take photos.
Set up the V I P - Guest speaker’s table.
Make sure the tour members are informed of location and dinner times.
Greet dinner guests at the door—assist in seating tour members.
During dinner be sure the group is served as quickly and smoothly as possible.
In the event of a problem or in anticipation of one, you should immediately contact the maitre d’ For the sake of good working relations; do not criticize the employees, but take all complaints to their supervisor.
You should have a list of tour participants that are on a specific diet
Arrange for a photographer.
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3.4 Negotiation Techniques
The following general principles must be noted and applied to negotiations for any sit, service, or supplier. By following these simple guidelines, a DMC can utilize the methods and lessons of meeting management in a more efficient manner.
Remember to Always;
Present and maintain a professional attitude
Control stress and tension
Avoid politics and egos
Take time to gather all facts and requirements beforehand
Meet with the proper hotel or site people who have the authority to make decisions.
Know all the following Do’s and Don’ts
Do
Define the purpose and objectives of the meeting.
Know the event.
Have printed copies of meeting plans available.
Make key contacts in all services and sites.
Follow up frequently.
Obtain peer referrals.
Contact union stewards before an even at a union venue.
Communicate with clarity and outline in writing.
Verify all legal clauses of the contract with an attorney.
Know the budget.
Do NOT
Sacrifice quality for cost.
Make unreasonable demands.
Insist on being the final authority.
Be inconsiderate of a supplier’s profit margin and business needs.
Promise what cannot be delivered.
Jump at the first offer.
Pass up a good deal based on a personality conflict.
Be intimidated.
Preparing for Unexpected Situations
Send your rooming list well in advance, at least seven to 30 days prior to arrival.
Inform guests of the hotel’s location and amenities.
Never assume that a request has been taken care of - always double check.
Work with the hotel to resolve any last-minute changes.

3.5 Partnering with the International Tour Operator
A) Who is a tour operator?
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Tour Operators are better known as "The Dream Merchants" who make fantasies a reality. However, when approaching a organization or association with the idea of preparing a tour or cruise for their memberships, the Tour Operator should always be forthright and inform them of what is really involved in each activity and overall quality of possible activities; and how will their membership benefits: Price; learning experience; companionship; safety; lodging arrangements; and/or myriad of other possible services and of course their "first hand" knowledge of the destination or cruise.
B) DMCs responsibility to the International Tour Operator
The financial gain of the DMC depends on the devotion and insight of their staff. A DMC must commit to do as much as they can with the budget proposed by the Tour Operator to keep them satisfied. Staff and decision makers must look for ways to improve the Tour Operators ROI by reducing costs and increasing gains. When the operator evaluates their own investment, they can compare the magnitude of expected gains with their partnering tour suppliers the DMC. At the completion of the tour series, the tour operator will be amazed at how much inexpensive changes can improve the overall quality of their tour programs when they are properly planned and managed with reasonably lead times and creativity by the DMC.
C) The International Tour Operator’s Initial investment:
Meeting with local DMC (air transpirations, accommodations)
Conducting site inspections (hotels, restaurants, tour sites, etc.)
Tour brochure design and production & distribution
Staff training-new tour product
Advertisement (newspapers, TV, radio, web site)
Promote tours at Travel Industry Trade shows
Marketing -direct mail, e-mail blast
Sponsor FAM trips
Initial Deposit(s) require securing tour services prior to marketing;
Local DMC
Airlines
Cruise ships
Hotels

3.6 DMC Structure and Organization
A) Accounting/human resources/technology/IT support
B) Sales
Role to develop business opportunities. Work with internal support teams to develop and present comprehensive proposals to their prospective clients.
C) Operations
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Operations is responsible for moving tour programs forward. Operations works closely with the client to finalize details and keep all departments informed of any and all developments that might require their involvement.
D) Program Managers
Program managers implement the programs as follows:
Plan and manage logistical elements of all group movements including safety concerns, timing requirements, service level, and financial consideration
Create, communicate and manage timelines for all events/activities and the successful execution of program elements
Plan, manage, and execute group arrival and departure manifests for maximum service levels and financial considerations; proactively manage arrival/departure changes, cancellations, and additions by adding canceling transportation and staff resources
Create routings for all transportation moves to ensure efficient and accurate directions; investigate potential street closings, construction sites, conflicting event permits or weather considerations
Ensure all elements of program meet desirable customer service levels; anticipate elements of events to ensure comfort and safety of all guests
Manage the service level of all suppliers utilized for program requirements; effectively communicate to all vendors the timing and delivery of contracted services; ensure vendors are knowledgeable and trained on the delivery of services required
Select and manage staff to support the delivery of all services
Provide accurate feedback to clients on tour inclusion choices
E) Sub-Contractor
Full services sub-contractors offer a comprehensive range of the services and products that are essential for the creation of successful tour programs. The services offered include:
Conducting due diligence on all vendor options to insure appropriate business licensing, desirable insurance requirements, safety training, dress code and training procedures of personnel
Negotiating costs and components of vendors services; manage the timing and delivery of all services;
Managing financial requirements of vendor to ensure delivery of products/services including advanced deposits and final payment of invoices
Sample list of Sub-contractors:
Interpretive Tour Guides
Step on-guide service
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Motor coach companies
Restaurant’s
Caterers
Boats, hot air balloons, bicycles
Professional divers, fishing guides
Florists
Photography
Print materials and badges
Accounting Practices
Audit all vendor invoices
Negotiate financial considerations for all errors and omissions on the delivery of products/services
Provide detailed accounting of all charges to client
Capture and document all program additions on-site
Satisfy all vendor billings in required timeframes
F) Interpretive/Step-on Guides
These men and women are specialists in their fields and experts in their own particular city or area. The choice of local guides may be made by your tour operator or you, and the guides can be most helpful to you personally, as well as keeping your group receptive and in a happy frame of mind.
A local step-on-guide can add authentic flavor to a trip, and give tremendous insight into people, their customs and cultures. Provide the service of an interpreter and narrative about the many sights to visit, shopping, local restaurants, safety notes and do’s and don’ts about the region such as national parks, areas to avoid in a city etc.
Tour Guide’s Responsibility to the Tour Group
The Tour Guide should report at least a half hour prior to the departure of the tour. Before local guides take your group on a visit, make sure they know the specific program promised to your clients, the one they have printed in their itinerary. If there is to be a change, or an unavoidable omission; e.g., a museum or gallery is closed; explain this to the group before they start out, to avoid any later misunderstandings or complaints.
The guide must meet first with the Tour Director to review the tour itinerary, and always introduce the local guide cordially to your clients, it gives them a good start, and they
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will reciprocate with similar courtesy. He/She should be neatly dressed, groomed, and set the tone and pace according to the age and physical abilities of the clients.
Both the guide and the driver should work together in selecting routing and rest stops. The guide should not be permitted to solicit optional tours, events, or shopping without first clearing it with the Tour Director. In his presentation, the guide must give more than dates and historical facts. He should keep his clients’ interest by providing an interesting "mix" of cultural understanding of a city or country.
The Professional Tour Guide/Interpretive Guides can "make or break" the tour. They are also the "eyes and ears" for the DMC, noting changes and improvements of the existing tour program by completing evaluation forms.
Tour guides act as a link between the visitor and the area and its people. They try to ensure that the tour will be enjoyable and as safe as possible. Tour guides are the source of interesting information about the area visited. They should be prepared to answer all sorts of questions from details about local history, flora, activities in the area, wildlife, and where to dine.
People who sign up for a tour often do so because of the presumed expertise of the tour company and the tour director. Consequently, they expect some evidence of this upon arrival at their destination.
A tour guide is often hired by a DMC or tour operator, travel agency, special interest group, or other groups of people with a similar interest in mind. Tour guides are trained in their work, educated in the history and culture of the country, city, or town; and are familiar with all aspects of transportation and dining. Also, being at least a semi-skilled storyteller and entertainer makes the job of the tour guide run much smoother.
The tour guide reports to the tour director in charge of the tour. Many cities and prime tourist areas have licensed guides. These guides who understand the history, culture, and ecology of the area can get a lot said and done in a short period of time. Their knowledge of parking areas and the most efficient way to process large groups through heavily populated attractions can often save lots of time. Major United States and International European cities are places where local tour guides are predominate.
Throughout the tour, there should be a good working relationship between the tour guide and the tour director. The partnership can make things easier for both parties as well as for the tour members. While tour guides’ primary functions are educational and social, they may also share managerial responsibilities, such as hotel check-in and setting up special events and dine-around programs.
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The tour itinerary is usually locked into a set schedule, but the tour director and tour guide can make last minute changes if the original itinerary focuses too much on cathedrals and shrines and not enough on other historic places. Perhaps the tour guide overestimates the knowledge of the tour group, or perhaps the tour members have some special interest, such as local art or agriculture that should be taken into consideration.
Sample Tour Guide Duties;
Check group in & out of hotel rooms.
Selecting safe /clean rest stops.
Confirm dinning arrangements (other than ‘fast foods") while en-route.
Planning festive/theme dinners (i.e., welcome, farewell, anniversaries, birthdays, and folkloric presentations).
Confirming hotel accommodation.
Carry out tour group hotel check-ins.
Selecting and confirming ‘Step-On-Guide" Services.
Review daily itinerary with Tour Group.
Assisting motor coach driver with directions.
Inspect the cleanness of the motor coach prior to morning departures.
Providing entertainment (music, videos, "touch down pools" and other forms of entertainment).
Prepare reports for the sponsors of the group tour.
Conduct site-inspections field reports.
Collect comment sheet from clients.
Sample Airport Meet & Greet duties;
Physical review of the transportation company, their facilities, dispatch and equipment is imperative.
Provide a timeline pre-program with routing and dry runs as required.
Conduct on-site inspection for rest stops (toilet facilities) and refreshments.
Ensure proper communication with drivers and provide them with copies of schedule and planned events along with contact information.
Welcome sign with group/clients name
Company uniformed clean and pressed
Elements to consider for airport transfers
Number of passengers per unit (coach)
Quality & quantity of vehicles
Proposed routes (to include; rest stops/shopping/restaurants)
Average passenger wait times per location
Number of staff included on vehicle
Quality & quantity of signage
Shuttle experience of Transportation Company
Refreshments (water, soft drinks)
Welcome trip information
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Interpretive Guide Evaluation
The interpretive tour guides deliver and evaluate the DMC’s travel product. There will be many aspects of a destination to take into account. Observe the political/crime climate; grade hotels, restaurants, and tour sites; rate the acceptance of the local community to tourism and your services. Aside from the basic transportation services, they must also consider weather conditions, attractions, nightlife and food, new tour developments.
Ask questions.
Will the clients be able to walk the streets or visit the countryside without fear of being harassed or approached by solicitors?
Will it be necessary to stay confined to the hotel and surrounding area?
Should that be the case, what tour packages can you, as an interpretive tour guide, offer?
Tour and attraction site selection
Evaluated by DMC Supervisor____________ Date:_____________________
Tour Program:______________________________________________________
Physical Resources
The Meeting Area
Pleasant Surroundings
Parking Area
Rest Rooms
Covered waiting area/seating
Signs with times of tours, cost, length, etc
Literature available
Landscaping/beautification
Theme of the Tour
A theme or story was developed for the attraction
The theme kept with the basic resources
The attraction is historically and/or ecologically significant
The area has been well developed
The area is well maintained
There are sufficient resources that support the theme or story
The activity is not overly strenuous for most visitors \
Transportation
Well maintained
Good safety features
Appropriate for the attraction
Tour Guide/Interpretive Guide critique
The Tour Arrangements
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The interpreter arrived early
The interpreter mingled with visitors
The interpreter did not congregate with other tour guides
Any special equipment required for the tour was on hand
Orientation Presentation
The interpreter took charge of the group
An introduction was given to identify the guide and his or her organization
Drinking water, rest rooms etc. were pointed out
The interpreter gave the tour/activity by name
Any special touring conditions (i.e. steep terrain, etc.) were stated
Participants were informed of any of any special gear or clothing required
The highlights of the tour/activity were covered
The group was encouraged to ask questions and became involved.
Rules and safety precautions were clear.
Tour Guides Presentations
Quality of the Tour Presentation
The interpreter set a good pace for the participants
The interpreter stayed in the lead (for -walks)
The interpreter collected the group before starting to talk
Good use was made of questions to stimulate visitor involvement
The presentation was concise and clear
The interpreter responded well to visitor questions
Technical terminology, jargon and slang were avoided
The presentation seemed interesting to the visitors and appeared-to hold their attention
The interpreter positioned him/herself at stops so that all visitors could see and hear
The interpreter maintained control of the group
The interpreter made good use of illustrations and demonstrations
The interpreter avoided the use of pure facts in the presentation
The interpreter actively involved the participants in the activity whenever possible
The interpreter related the subjects being discussed back to common things
Announcements were made at the end and the tour was declared terminated The tour/activity was not too long nor did it consume to much time at each stop
The Tour Guide/Interpreter’s Delivery
Loudness
Rate of speech
Clarity
Pronunciation
Grammar
Conversational style
Eye contact
Enthusiasm
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Branding DMC through Staff Dress Code
From the lofty halls of academia to the DMC Staff; Drivers, Guides, Meet and Greet Service Agents and In-House Operations, those who carefully study consumer behaviour are quick to agree that a critical component for success in today’s highly competitive business environment is to take advantage of a managed uniform program, so that each employee projects an identically inviting public persona. Such programs, in other words, help to assure a company’s uniforms support its desired business image and there’s little likelihood that a less-than-perfectly-attired employee will detract from a positive company brand. When employees wear professional uniforms, they reflect an image, or brand, that can project instant credibility to client. In essence, the uniforms DMC employees wear become intertwined with the DMC’s products and services. Or, "Your employees are your brand." "In the end, uniforms help to assure the visitor they’re going to receive quality tours and services," "A business’ employees can come and go, but its uniforms can keep its customers coming back time and time again."
3.8 The role of the International Tour Director
Who is the International Tour Operator’s representative?-Terms used in the travel industry for person or person’s accompanying or managing tour group on behalf of a International Tour Operator
Tour Director
Tour Leaders
Tour Escorts
Group Leader
An ITD works along side the DMC staff while performing the role of a representative for the Tour Operator. Tour operators should ensure that the clients are enjoying their tour and meet their guests’ needs. Their responsibilities can be very demanding—assuming the role of leader, educator, and being the first to rise in the morning and the last to go to bed at night. They can work full- or part-time, and during the "High Season" they can be gone up to 150 days at any one time. On each day and at each location, the ITD will ‘check," "double check," and "triple check" the hotels, airlines, cruise ships, motor coaches, restaurants and local step-on guide services. While the tour members are enjoying a tour or evening activities, their ITD is busy preparing for the upcoming day, seeing that check-out procedures are handled and completing their daily critique and travel expense forms. While on tour, the tour members will form a special bond with the ITD and depend on the ITD to make the "intangible tour" become a reality. In addition, while on tour an ITD plays many roles;
Educator
Negotiator
Problem solver
Entertainer
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SECTION IV. TRADITIONAL TOURISM OPPORTUNITIES
4.1 Traditional Touring
Fully Escorted Motor Coach Touring is the most traditional type of tours: Motor coach touring has a significant impact on the tourism industry. As a rule of thumb, one overnight motor coach tour generates approximately $7,000 per day to the economy. Motor coach passengers have traditionally been seniors or 50+ but this has expanded recently with the growth in specialized tours like theatre and soft adventure. Indeed, charter passengers are of all ages, usually brought together by a specific event or a common interest (country & western music tour or casino trips).
4.2 Package Tours: Benefits for Travelers
With only two weeks of vacation to call their own, why do so many people submit to the rigors and the headaches of group travel and run the risk of not liking other traveling companions? Why do they submit to the indignities of being herded around a destination like sheep?
There are many reasons, including cost saving and convenience and the difficulties of visiting certain foreign countries on their own.
These are legitimate reasons, but they are not the only ones to concerns the DMC. Certain people prefer traveling with a group to going alone. The group-tour type of traveler tends to enjoy:
• Being with other people of the same age, race, or background
• Saving money because the group rates are usually lower than individual travel
• Sharing common interests
• Planned activities for evening and free time
• Experiencing new sights and destinations
• Pre-paid tours, meals, guide service, and transportation
• Personal safety in foreign countries
4.3 Associating Personality Types with the Tour Program
First, know your clients. A close liaison with the clients is essential. Find out who they are, where they come from, and their ages and sex, special interests, and the purpose of their visit. A booking form is useful for this, with spaces for all relevant information, including the desired dates and times of travel.
Men are generally somewhat intolerant of gardens and shopping; women generally like historical homes and shopping. Try to include tour features for both genders. Age limits walking steep steps; this may not be acceptable and could change the mood of the tour group. Special plans to be made for disabled clients; many towns issue brochures and other literature on facilities for the disabled. Keep this reference data
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handy. Request for your service will come from all sorts of clients requesting unique or different tour services. Perhaps it could be a mystery tour — pre and post conference or archaeology students wanting to discover new sites to dig and research.
Five Different Categories of Travelers
#1-Fearful: About 10% of the population is very cautious, prefer domestic destinations, and often stay with family and friends. They can be appealed to by offering familiar and safe destinations and by emphasizing security. Their prime destination is home.
#2-Careful: They represent about 25% of the population and comprise half the market for group tour takers. They want familiar destinations they’ve heard of, worry about foreign travel, are concerned about hassles and do their research so they don’t have any unpleasant surprises. They can be appealed to by suggesting escorted tours and cruises. Marketing should emphasize stress-free travel, and offerings should be to domestic and familiar international (never say foreign!) destinations. Careful travelers favor areas such as England, Hawaii, Ireland, Australia, and other areas where English is spoken.
#3-Norm: They comprise about 35% of the traveling public and mix familiar and international destinations. They are somewhat independent and therefore look for some free time on their trips. They want efficiency, low stress, and structured independence. They can be offered independent tour and city stay packages, as well as international escorted tours. They will travel on domestic escorted tours with a pre-formed group, but for camaraderie rather than security. Norms prefer destination like Mexico, Alaska, Holland, Belgium, Germany, Austria and Switzerland.
#4-Adventurers: They are 25% of travelers. They enjoy independence, foreign exotic destinations, new destinations, culture and learning. They will buy escorted tours to exotic places. Special events appeal to them, as do areas such as Hong Kong, Greece and Turkey.
#5-Daredevils: They are extreme and enjoy exotic, dangerous places. They are young at heart.
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SECTION V. NON-TRADITIONAL TOURISM OPPORTUNITIES
5.1 Future Trends in the Travel-Tourism Industry
DMC should be aware of the future trends influencing the demands of the travelling public in designing their tour packages:
Flexibility: Searching for tailor-made packages and maximum flexibility
Concerns: Increasing recognition of negative impacts and demand for a quality environment.
Extension of Life: In search for authentic or spontaneous experiences, learning and communication with others.
Nature: Search for safe sun plus additional nature-based activities.
Active: Mental and physical exertion, new skill acquisition, or to update existing interests. Products based on entertainment, excitement or education, or some combination.
Experience: Tours are more travelled and have become more demanding consumers, unfazed by novelty and in pursuit of individuality.
Speed: Less regulations and restriction on global travel, harmonization of currencies, use of technology to speed up the travel process from reservations to the distribution of travel products.
Image-based: Image critical to ability of destination to attract tours. Tourists use destinations as branded fashion accessories to help identify themselves from the mass of tourist and to make statement about themselves to others.
The Matured Market: "People with intense interest tend to be better educated, have more money and be more willing to spend it pursuing what captivates them." Today’s matured market is more sophisticated. They are healthier, wealthier, better educated and well-traveled. Many have traveled for work and more independent. Their tastes are more sophisticated, they are not all jumping on Moro coach tours. They are used to traveling independently and not lining up in formation like the Senior Citizens in the past.
Elderhostel: Known for its Adventures in Life Long Learning. They operate more than four-hundred inter-generational programs around the world. In 2005, Elderhostel launched a new brand called Road scholar. It is for adults of all ages (Elderhostel’s regular programs are for adults 55+) who value discovery and adventure. Group size limited to 23 passengers, and are upscale, unique and interesting *Sample Elderhostel Itinerary for Croatia, 2007 $3,945.00 pp - Arrivals Dubrovnik (Croatia), 3 nights; coach to Split, 2 nights; coach to Zagreb, 3 nights; coach to Ljubljana (Slovenia), 4 nights; coach to Budapest (Hungary), 3 nights; departures Budapest.
The Boomer: In 1996, the first Boomer turned 50. "Individuality" best describes the Boomers. They want what they want, when they want it, because they want
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it. Boomers want it personalized, customized and relevant to them. "It’s not an age, it’s an attitude!"
"Mosaic Travelers" an umbrella term used to identify people who belong to specific groups based on race, sexual preference. African-American, Hispanics and Bays/Lesbians, to name a few, are groups that like to travel together. The tours usually have especial features along with stops connected directly to the interest of the group.
• Multigenerational family travel: Provide a basis for a shared journey of fun, but the size of the groups are smaller and boutique in nature.
• Family Reunions: Families who wish to share travel experience together. The DMC or Tour Operator will have to "think outside the bus". Their job is to plan the trip and organize details fro groups of family reunion travelers to create memorable experiences is growing.
• Culture Vultures: This group travels and loves to spend money. Culinary enthusiasts also spent an average of $1,455.00 on their last trip involving culinary activities; that’s five percent more than the average U.S. leisure traveler expenditure of $1,380.00 Culinary enthusiasts are smarty, savvy boomers who are ready to spend. Ages from 35-55-graduated form college-income of $75.000-plus. Strong inclination to visit historic sites, science museums and art exhibits. Also, to attend concerts, plays and dance performances.
46% Culinary Travelers fall into three self-defined groups:
28% The Deliberate - Chose to take the trip
26% Opportunistic -Not necessarily a factor in making a choice
Accidental - Participated in culinary/wine-related activities because they were available

5.2 Designing Non-Traditional Tourism programs
A) Passion=Profits
The best way to distinguish yourself is to cultivate a singular expertise that will separate your from the rest of the market. Selling a niche or a particular special interest not only set you apart but it also helps your target a particular client.
B) How to turn passion into profits?
Leverage your knowledge on the destination and activities
Develop a reputation for the destination and activity
Focus on high end Independent travellers/families/small groups
Today the internet divides consumers between those looking for low-price, mass market products online and an elite group that demand a more specialized and customized tour
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package. Research through Google has shown people are willing to pay 20 percent more if they could get exactly what they want in a tour program. 68% of frequent travellers said the Internet was too difficult and time-consuming.
5.3 Today’s Challenges for DMC
Today’s DMC – Tour Operator’s-Travel Agents must be prepared to offer an experience that will appeal to the Boomers and, for that matter, the current group of sophisticated mature travellers.
A) How to overcome challenges?
Focus not on the age but, on their interest and affinities.
Tours that will resonate them.
Find clients with time and money.
Seek group the same economic group and affinity that provide a meaningful connection point. (Social Clubs, Special interest groups, religion, arts & crafts, nature, alumni’s, educational experiences).
Packaging and designing a number of tour features and highlights (services) that would usually be purchased one at a time, but which, in a tour package, are offered as a single product at a single price.
B) Strategic planning
Sample DMC specific goals in planning profitable tour packages:
Promote tour features and highlights of their area.
Present the benefits of using your services (i.e. bilingual tour guides).
Price tours to compete with other destinations offering similar services or experiences.
Pace the tour with client’s safety and comfort in mind.
Stress a "quality" package.
Pay attention to details.
Allow flexibility in the tour program.
Keep your customers fully informed of what they will experience on the tour.
Develop a fair refund and payment schedule.
Be unique.
Make sure your tour package is profitable.
C) Sample List of DMC Tour Services
Basic Services
Airport "meet and greet"
Airport Limo Service
Local Sight-seeing service
Accommodations
On-site representative for a domestic or international tour company
Escorting and managing the group tour
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Providing well trained interpretive tour guides
Day Programs
Shopping Tours
Conference, event planner
Wedding planner
Fishing and hunting guide services
Soft and Hard Adventures
History, cultural
Music programs
Special Events
Archaeological
Educational workshops
Evening Programs
Dine-around program
Gourmet and traditional cooking classes
Arts & Crafts shows and "hands on" workshops
Folkloric performances
Health/Spas
Pilgrimages/Religious Conferences
Sample Niche Markets
Gay & Lesbian Tours
Student Groups
Senior Citizens
Artists (arts & crafts)
Literary and Historical Societies
Special Events Planners
Family Reunions
Physically disabled

5.4 Evaluating a Destination for Non-traditional Tourism
A) The DMC who may be responsible for designing their own series of tour programs one to two years in advance should have a thorough understanding of what a destination has to offer.
B) Site Inspection-The purpose of the site-inspection is to review what the destination has to offer, without a clear understanding of how these resources fit together or what the destination could realistically hope of offer potential clients. Conducting site inspections helps identify weak links in services, accommodations, meal plans, local transportation, and interpretive guide service
C) Assessing the destination tourism potential (i.e. resource quality, accessibility and pulling (marketing) power is often overlooked in favor of the more immediate and
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glamorous activity of advertising and promotion.
D) Evaluating travel purveyors is an important step for the DMC designer in the development processes.
E) Selecting important elements in designing tour packages include the unique tour features. The objective of many destinations is to maintain their tourist position against increasing numbers of destinations which offer the same tour features and to assist in maintaining tour highlights to be included in a one day tour.
F) To enhance a tour, the following could be included:
Native and traditional dances
Arts and Crafts
Festivals
Traditional Foods
Museums
Experiences "on the land"
The DMC should include elements of the natural and man-made environment, festivals and events, activities, purpose-build facilities, hospitality and transport services. The highlights can be considering Principal Resources and Supporting Resources.
A. Principal resources are those which have the strongest pulling power, and usually represent the key motivating factor in the tourist’s travel decision process.
B. Support resources are those which supplement a destination’s principal resources and contribute to the destination’s visitor appeal, but on their own, do not represent a prime motive for the visit.
Promoting Local Resources to Niche Markets
A destination’s resources are what appeals to the visitor. The tour features at the core of the visitor’s attractions include accommodations, food, shopping, and entertainment. Tourism tour features include natural and man-made attractions.
Nature
Flora: Forest, jungles, farms, wilderness
Landscape: Beaches, unique land form, glacial, rain forest, mountain, islands, sand dunes, semiprecious gemstones, swamps, volcanoes
Fauna: Birds, insects, wildlife, marine mammals, rare game
Climate: Seasonal-spring-summer-autumn-winter, tropical
Water: Rivers, rapids, lakes, thermal springs, ocean, waterfalls, snow & ice.
Heritage & Cultural
Religious: Shrines, mosques, cathedrals, chapels, missionaries, burial grounds, pilgrimage sites and other religions.
Heritage: forts, castles, historic building, cottages, interpretation centers, battle
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Other: dance, dress, languages, food & drink, music, art, crafts, famous residents, folklore, local traditions, archaeological sites.
Events
Festivals: Music, Jazz, Country, drams, theatre; dance, classical ballet, national folk, literature/poetry.
Tournaments: sports, horses, dogs, cars.
Business:
Trade shows, agricultural, boat, spots equipment, conventions, clubs and organizations.
Other: Re-enactments, carnivals, rodeos, parades, craft fairs, flower shows, contest; fishing, air, photos and celebrity visits.
Activities
Recreational: Golf course, diving sites, ski slopes, hang-gliding, surfing, whitewater rafting, hunting, off-road driving, bungee jumping, horse-trails.
Services: Retail, winter sports, art galleries, glass factory, health resorts.
Facilities: winery tours, wildlife sanctuary, game parks, botanical gardens, amusement parks, industrial tours.
Services
Transport: access to air, rail, sea, motor coach, other transport while at the destination to include; snowmobile, sail boat, stable, tour busses, mopeds, horse and carriage, bicycle.
Accommodations: Hotels, 2/3/4/5/ star, B&B, motels, campgrounds, guest ranch, farm cottages.
Reception: Information center, maps, brochures, souvenirs, interpretation, town trails, local guides, In-bound tour operators.
Food services: Bars/pubs, coffee shops, fine dining, ethnic cuisine, international cuisine, bistros.
Car rentals, banks, currency exchange, hospitals, telephones, email service, good water supply.
Government support, political climate; safe, friendly, receptive to international clients.
In the old-fashioned style of touring, the average traveler’s perception of an escorted tour was a rush through six European countries, hectic schedules, and being confined in a motor coach with a group that didn’t provide an opportunity to "break away" for free time.
Today’s tours are an escorted travel experience that combines blending motor coach travel, small ships or river cruises, or trains. Today’s traveler wants a more leisurely style of travel with fewer places to visit, but longer stays with local guides to facilitate and help optimize their free time. The term "tour" is slowly being replaced by the travel-tourism industry with words such as "holiday", "excursions,"" safaris", "vacations," "programs," and "expeditions," and "journeys."
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5.5 Level 1 Adventure: Soft Adventure
The phrase "green is gold" is indeed true for countries which are safeguarding natural resources that can be turned into tour programs for the environmental minded traveler. Eco-tours (nature-based) are a delicate business—and a booming industry, growing up to 30% annually as natural wonders and raised environmental consciousness draw tourists. The money that they spend helps to protect the threatened wilderness.
Who is the eco-tourism traveler?
Eco-tourism, a booming industry growing upwards of 30% annually, will continue to take a fair share of the $3 trillion dollar receipts, as natural wonders and raised environmental conscientiousness draw tourists. This person is an intelligent, curious, adventurous, open-minded person, with an enormous appetite for nature, who selects a tour package for the experience and not for the price alone.
The so-called nature lover will take longer trips and spend more money per day than a traveler with less interest in nature, spending an average of any where from $225 to $500 per day, depending on the destination and tour components. This is a substantial increase from the client who suggests that nature was not important to his or her choice of destination and scheduled activities.
What types of tours interest the eco-tourist? He or she could be just anyone with a respect for nature, running the gamut from those who partake of nature incidentally and those who always seek out the unusual.
To lure an eco-tourist, it is recommended to have made an inventory of your "environmental riches". You can offer experiences that enable visitors to discover natural areas while preserving their integrity, and to understand, through interpretation and education, the natural and cultural sense of place. It fosters respect towards the environment, reflects sustainable business practices, creates socio-economic benefits for communities/regions, and recognizes and respects local and indigenous cultures, traditions and values.
Sample Eco-Tours programs
Mountains trekking
Wildlife
Kayaking
Bird Watching
Fishing
Gold & gem mining
Organic Gardening
Arts & Crafts
Special Note: According to a study by Business Quarterly, travel-tourism receipts internationally, are expected to reach $8 trillion dollars in 2007, employing over 96 million people and accounting for 48% of the trade services. With such a vast income at stake, no nation can be expected to forget the tourism option.
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To stay ahead of your competitors, consider the Four-Way Development Plan:
Capitalize on a natural, physical attraction.
Capitalize on your location (staging area).
Capitalize on your operation and/or your area’s environmental reputation
Create something out of nothing!
Discover the "Back roads and Highways Getaways" for small tour groups
For small groups and (FITs) independent traveler, developing themes, forming partnerships between nearby industries, and emphasizing the natural strengths of highway trails, be the cultural, historic, scenic or all three. The Back roads and Highways program is a unique way of integrating both restaurateurs and local agricultural producers into the trail experience.
The trail could boast a number of fine-dining restaurants which use regional produce in their cuisine. In turn, the farmer who produced special ingredients like the vegetable featured in their dishes, offers guided tours providing visitors with an opportunity to learn more about from where their food comes from.
Sample "Back Roads and Highway Getaways" titles:
• Romantic stays at elegant country inns, spas and B&B’
• Wine Tasting and gourmet dining
• Boutique/Art & Crafts shopping
• Soft adventure:
• Guided waling tour
• Biking Programs
• Paddling adventure
• Horseback riding
• Fishing Packages
5.6 Case Study: Introduction to Agri-Tourism
Farming communities are becoming a number one seller in many countries where rural tourism is popular. It is becoming a new type of agricultural management for farmers. In view of the impact of farm income from international free trade, it is important to help farmers increase the profitability of their farms as well as to improve the quality of rural life.
Objectives:
Agri-Tourism’s goal is to link people with agricultural products, service and experiences.
How the visitor benefits?
Enjoys peace and tranquillity
Develops interest in a natural environment
Avoids overcrowded resorts and cities
An inexpensive getaway
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Learns about the farming industry, lifestyle and traditions
Security
Agri-Tourism visitors want:
Location-easy to get to by air/coach/auto
Meet& Greet – Bilingual host owners
Private, Accommodations, w/ fireplace, B&B, Cottages, Rooms
Exploring with local knowledgeable guide
No hidden costs
Safety
No crowds
How the Farming community and farmer benefit?
Increase earned income to the farmer.
Increase tourism revenues to the destination.
Serve as a sales outlet for both raw and value-added agricultural products.
Enhancing agriculture awareness.
Increase the community’s economic potential.
Encouraged to develop additional attractions, museums, festival and the sponsorship of special events.
Sample Agri-Tourism tour offerings for a one day visit.
Fee fishing
Horseback riding
Farm museums/Demonstrations
Petting zoos
Heritage Education
Local Arts & Crafts
Nature Trails
Tour titles for extended all inclusive tours
Traditional Country Christmas
Wine harvest and festival
Flower Power
Local Country Cooking
Family reunions
Yoga-Pilates Retreat
Wilderness Birding Expeditions
Fly Fishing Workshops
Coffee Plantation Tour
Tour Highlights to be included in a Agri- tour package
Fresh farm organic meals
Abundant vegetables and fruits
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Regional Wines
Local Art & crafts workshops
Classes on gardening
Wildlife sightseeing
Horseback Riding
Local Music
Fishing
Historical attractions 10 minutes from your farm
Prerequisites to developing an Agri-tour program
Farm, farming community-easily accessible
Comfortable, private accommodations
Menu based on good wholesome food
Scenic vistas and link to other tourist attractions
Attractive, clean free or odor
Guest participation in special events and food/wine festivals,
Celebration of different seasons
Provide local educational lectures to better understand the food chain
The Farm Owners Social Skills & Responsibilities
Review the goals and philosophies of the whole farm family
Identify primary manager to perform administrative duties
Prepared to hire and train, supervise staff
Ability to promote themselves and their farm
Be flexible
Excited to meet new people
Share farm life
Define the amount of time to market tours and improve quality of product
Keep tourist/guest safe
Developing an Agri-Tourism Business Plan
Conduct thorough market research
Have necessary resource to establish an Agri-tourism enterprise
Attend ongoing Agri-Tourism Workshops
Obtain necessary Insurance/Liability for guest/travel industry
Obtain support of the local and national tourism boards
Conduct Market Research-Where to find the clients?
Identify number of tourist visit the region
Review demographics; sex, age, marriage status,
Mode of travel
Activity participation
Marketing channels to promote Agri-Tours
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Niche markets; youth, universities, special interest groups
Networking with community activities and other farms
Co-op marketing with Travel Industry
Internet
Attend trade shows
On going Management Strategies
Achieving a desired "experience" for tour groups
Budget advertising cost by promoting repeat clients
Keeping capital cost down with what is already in place
Controlling operating costs-financial management
Plan for additional rooms/new markets: retreats, families, weddings
Create "Off Season" tour programs: workshops, seminars, outdoor activities, wedding, family reunions, holidays.
Market Value-Added products
Herbal plants
Coffee, Wine
Breeding exotic animals
Specialty meats, cheeses, flowers, pastries
Direct Mail/catalog of product/events
What are the risk factors and disadvantages of an Agri-Tourism Program?
A high workload -compete with main farm operations
Loss of privacy
Extra responsibilities
Modest financial returns
Liability risk
Financial investment
Government regulation
Variable guest nights
Significant time to develop a market presence
Lack of advertising and promotional funds
Not properly trained
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SECTION VI. COMBINING TRADITIONAL AND NON-TRADITIONAL TOURISM OPPORTUNITIES
6.1 Develop an Eye for Unique Opportunities
"Connecting with Culture"
Add-ons and packages add a cultural component to the client’s trip."
It is common to hear about the new demand for "authenticity" and "experiential" travel. Many clients find their trips incomplete if they fail to connect with a destination’s culture. DMC now have plenty of options for add-ons that will make their client’s journey more memorable. A DMC can build a reputation based on the originality and creativity of its tours. It behooves the DMC to discover the specific needs of its client and customize its stand tours to meet those needs. An eye for unique opportunities and flair for creative writing are all necessary to create tours that will entice clients to sign up.
Step #1-Know the demographics of the group: Age, gender, history; does the group have a shared interest?
Step #2-Provide day-by-day itinerary with description for the promotional materials to be sent to clients prior to their departure from home. Many times the Tour Operator/Travel Agent/Cruise Line requesting the pre-or post- tours will include this information along with their trip kits to their clients.
Pre & Post tours are more complex than the local tours. Tour components to be considered;
Type of tour: i.e. Adventure-Historical-Mystery Trip-Treasure Hunt-Farm Tour
Determine the length of tour. Full -day or Half-day?
Day of the week- Are the attraction open?
Times/dates available for tours & recreation
Are the tours hosted, or do individuals pay?
Included on-property programs at the hotel; fashion shows, education seminars, craft workshop services
Accommodation selection
Meals that offer a variety of foods
Over-the-road transportation
Domestic airline reservations
Gratuities
Step-on guides-Interpretive Guides
Trip Director
Guest lecturers
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Always steer clear of;
Blighted areas
Avoid backtracking along the same route.
Avoid tourist sites that host cruise ship or other tour operators at the same time

Collect funds in "advance" by signing the clients up for one of the following choices;
A) On-site registration desk
B) Electronic registration
6.2 Sample Theme Tours
A) Behind-the-Scene Tour Experiences
Recent studies have shown a significant percentage of people, of all ages and interests, would be interested in using motor coaches as a means of transportation if they could enjoy experiences available exclusively to their group.
Therefore, it would benefit the DMC to encourage their local suppliers to create new group tours or itineraries lasting one to three days, using components available exclusively for groups. Some examples of such products would be a backstage visit to Museums, meeting with a specialist, or receiving a guided tour from a scientific expert.
B) Educational Tours
If we look at a few of the themes explored, the appeal of this formula becomes immediately apparent. For example, under the Educational Tours theme, participants can enjoy the following PRIVILEGE experience: "Behind the scenes at a City Aquarium!" In addition to a general guided tour, groups get to explore areas of the Aquarium usually reserved for the employees who work with the animals. Visitors learn all about the animals’ health, diet, and the life-support systems in place (fresh water, salt water and sea water). The group also gets a 30-minute private meeting with a diver
C) Farm Tourism
Offers the PRIVILEGE experience of "Dining with our Forefathers." This group package introduces the various influences that have contributed to creation of Croatian culinary culture. During the lecture, a professor, head chef and researcher, presents the different Croatian culinary traditions.. To complete this unique experience, participants are served a delicious meal inspired by traditional recipes and techniques.
D) Geo Tourism
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A relatively new term for travel that focuses on a destination’s unique culture and history and brings focus of tourism back to the character of a place. "The enemy of geotourism is sameness…people are seeking a more experiential vacation."
The National Geographic Society- Geotourism Charter includes Guatemala, Honduras, Norway and Romania.
E) Culture Tours
The Croatian Symphony Orchestra presents the PRIVILEGE experience "Backstage with the CSO." A concert featuring an orchestra requires a lot of preparation, like choosing the repertoire, finding the scores, selecting and hiring the soloists, determining the number of musicians needed to perform each work on the program, as well as the technical preparation of the concert hall (set up of chairs, music stands, the conductor’s podium, lighting, etc.). Participants are invited backstage an hour before the concert to witness the final preparations before the musicians go on stage. They can even meet with a music librarian or musician.
Learning and enrichment travel refers to vacations with authentic, hands-on or interactive learning experiences featuring themes such as adventure, agriculture, anthropology, archeology, arts, culture, cuisine, education, forestry, gardening, language, maritime, mining, nature, science, spirituality, sports, wine, and wildlife, to name a few. These are the travel experiences that broaden the mind and enrich the soul. Hands-on training is available for people whose passions lie somewhere in the broad field of arts and crafts. A growing number of trips provide vacationers hands-on lessons, often with exposure to another culture overseas or in a remote locale in North America, South America and Europe. Art is a way to understand the culture you are in.
F) Shore Excursion Tours
Shore excursions avoid the traditional tour guide holding a flag in front of a group of people who looked disinterested and lost. Our DMC company personally selected the guides to inspire you, to educate you, and to entertain you. On shore excursions, you will have your own guide, which allows you to interact with a local for each stop on your selected itinerary. We use different guides who specialize in the tour description you purchase, so you may walk with art historians, sociologists, archeologists, all people with very specialized interests. Our shore excursions may seem costly but the cities you are visiting are stimulating with thousands of years of history. As long as you have decided to make this vacation, we believe you may as well make the most of it. We are very proud of our selection of tours and our guides.
Shore Excursions: Sample fees for private Guides and Driver Departures (Local Time): 08:00 AM (8 hrs)
Travel into ancient Herculaneum, forever preserved by the same eruption that destroyed Pompeii.
Pricing: For up to 2: $961.00 USD For up to 4: $1,094.00 USD For up to 6: $1,326.00 USD For up to 8: $1,465.00 USD
You have our personally selected English-speaking driver and his vehicle for the day.