Message from Brett Tollman

Message from Brett Tollman
President and CEO of The Travel Corporation
Dear Trafalgar Travel Director,
Today we operate in highly competitive, challenging times. With the continued growth and
use of social media and online search, there are many more channels of disintermediation
and fragmentation of a brand’s messaging and content; both its own content and User
Generated Content (UGC).
Our prospective and past guests have more choice of destinations, products and brands than
ever before. Our past guests also have the opportunity to share their experiences (be they
good, bad or indifferent) with many others, across wide-reaching channels including social
media. UGC is a very powerful source of valuable information for people researching their
next vacation, and a powerful tool for people who want to share their experiences.
Those posting these comments are seen and respected as today’s critics, commentators,
authors and journalists. They have literally replaced the established media’s expert
authorities. Today on Facebook alone, there are hundreds of millions of potential Trafalgar
guests who could be influenced by what others are saying about their experiences with us.
Herein lies the continued, great opportunity to grow our business together, for both Trafalgar
and you. We both share in the mutual benefits of getting more past guests to return with
us for another Guided Vacation, having had a wonderful time on their recent vacation. And
the opportunity of exponentially growing the business as more potential guests book with
Trafalgar when they read about what a great time people have had coming on vacation is
exciting and significant. These are opportunities we must continue to maximize, by working
together to ensure every guest choosing Trafalgar receives a highly consistent quality
experience and value vacation, on every itinerary offered.
Equally important today however, is the potential problem of negative brand impact with the
unprecedented global reach and exposure of social media. Today a bad experience can be
shared with literally thousands of individuals, rather than a couple of friends. This reiterates
for all of us involved the importance of working closely and seamlessly together to ensure we
always meet the company’s core value and belief: establishing lasting relationships with
our guests by exceeding their expectations – the first time and every time – through
delivering a consistently outstanding quality of service, experience and value.
Everyone involved in the Trafalgar experience has worked very hard over recent years to help
ensure we are strong, competitive and relevant to our guests’ needs and expectations.
Our Key Performance Indicators (KPIs), in place for over a year, are a cornerstone of our
dedication to teamwork and continued excellence, while our TreadRight initiative (formerly
The Conservation Foundation) highlights our commitment to sustainable tourism. We have
come a long way, and still have much to accomplish together. In this ever-changing, highly
competitive and complex world, we can never “rest on our laurels” or stand still (if we do, we
will go backwards fast).
2
PREFACE
We remain passionate and committed to
embracing the need and opportunity to enhance
the quality and consistency of the guest services
we deliver every day, for every guest. In doing so,
we will stand out from our competitors and ensure
guests come back again and again. Coupled with
the new guests we’ll gain from positive UGC, you’ll
be allocated more departures each year, and we’ll
continue to grow together.
These words from Winston Churchill ring true
as much today as they did in his time:
“To improve is to change; to be
perfect is to change often.”
Thank you and good luck.
Sincerely,
Brett Tollman
Message from Gavin Tollman
CEO of Trafalgar
Dear Trafalgar Travel Director,
Three years ago, Trafalgar began a journey to refresh and revolutionize guided vacations,
firmly believing in the power of travel to broaden the mind, build bridges between people
and be a positive influence on the destinations and communities we visit. Our expedition
began by defining the core premise of what we needed to do – open doors to destinations
and utilize our immense local knowledge and expertise to allow our guests to enjoy
unforgettable experiences they would not have had traveling on their own.
The great news is that today Trafalgar is delivering on this promise and providing our guests
with the ‘insider’ view. Guests who travel with us are now seeing more than just the iconic
sights – instead we share with them the hidden places not mentioned in guidebooks (Hidden
Treasures), the local people they wouldn’t otherwise meet (Be My Guest), and the traditions
they probably otherwise would not experience (Local Specialties). This list is not complete,
but as a result of these changes we are seeing significantly improved guest feedback along
with increased sales. Trafalgar is moving in the right direction but we are just at the beginning
of our evolution. We continue to want to do and achieve more.
In this regard, you, our Travel Directors, are one of the single most critical elements in
delivering on our Insider promise. However great the destination or area we contract, it’s the
Travel Director who can bring it alive in a real and authentic way. To achieve this, you cannot
simply do what has always been done. It’s a new dawn and, as you have learned from the
PDP training, to succeed we all need to be looking at what we do through our guests’ eyes.
The services you provide are an indispensable part of our commitment. So I embolden you
to break the shackles of “that’s the way it had always been done” and focus your energies
into where and how you can make the difference in delivering to our guests exceptional
experiences; experiences that exceed their expectations by touching and moving their hearts
and their travel souls. It is through this that we will build greater referrals and build lasting
relationships with our existing guests.
You will see that we too have committed to this challenge, and the 2013 Travel Director
Guide is very different from our previous guides. It is now in three distinct sections: Brand,
Service, Operations. The content is intended to confirm Trafalgar’s expectations of you in
each of these areas, in an easily usable format. We know that by helping you deliver on them,
we will continue to provide our guests with extraordinary vacations, differentiate ourselves
further from our direct competitors as well as other travel alternatives, and achieve brand
consistency that will build both loyalty and satisfaction in us from our guests.
4
PREFACE
We recognize and value your dedication to ensuring
an outstanding vacation is delivered to our guests every
time. You should know that the entire Trafalgar team is fully
committed to supporting you in achieving the service levels
our guests expect.
The 2013 year looks to be an outstanding one, let’s
ensure that we fulfil all of its potential. Wishing you
an outstanding season.
Gavin Tollman
CEO
Company mission and
vision for the future
At Trafalgar, we fulfil dreams through the joy of travel. By delivering
vacations that reflect our insider knowledge, unrivalled professional
standards and exceptional value for money, we enrich our guests’
experience by exceeding their expectations. We achieve this by being
innovative, constructive, responsive and performance driven.
Innovative
Performance driven
We are passionate about seeking new
ideas and always welcome them, whether
they are suggestions for improving our
products or fresh ways of promoting or
enhancing our existing business. We aspire
to take the lead in the development of
ground-breaking products by challenging
ourselves to apply our knowledge and
think differently.
We deliver on our promises by working to
the highest professional standards and by
continuously building our knowledge base
through engaging communication with our
Travel Directors, with travel agents, and
with our guests and prospective guests.
Expanding our knowledge strengthens
our core offering of unique, authentic
travel experiences.
Constructive
Impact
We build productive and amiable
relationships with each other, our partners
and our guests. We cultivate relationships
internally to achieve more through
collaborative effort. We work with local
suppliers to provide guests with the
insider’s view. We foster loyalty with travel
agents by providing effective marketing
support and paying excellent commissions.
We engage our guests by sharing our
insights and knowledge.
We believe that our business has the
opportunity to be a positive force in the
world. We are part of a joint initiative called
The TreadRight Foundation, a not-forprofit foundation dedicated to supporting
initiatives that ensure the environment and
communities we explore remain vibrant for
future generations.
Responsive
Because we care, we monitor and respond
to the needs and wants of our guests and
industry partners – constantly looking
to improve and refine our products and
services. We always follow up in a timely
manner and strive to leave every guest, agent
or supplier feeling that their expectations
have been exceeded through our expertise.
6
We ensure guests get
the ‘insider’ view, an
authentic and enhanced
experience they simply
could not have had on
their own
PREFACE
Company profile
At Trafalgar, we passionately believe in the
power of travel to broaden the mind, build
bridges between people and support the
local communities. By sharing with our
guests the hidden places not mentioned in
guidebooks, the local people they wouldn’t
otherwise meet, and the traditions they may
not have experienced by themselves, we
ensure that they get the ‘insider’ view, an
authentic and enhanced experience they
simply could not have had on their own.
It is this dedication to taking our guests
beyond the obvious sights that has
helped us grow over the past 65 years into
one of the most trusted and successful
international guided vacation companies
in the world. From Europe to the US, from
South America to South Africa, we pride
ourselves on uncovering the hidden gems,
cultural highlights and not-to-be-missed
attractions of the places visited. We’ll
help guests delve deep into the heart of
vibrant cities and towns and capture the
true essence of each new destination.
Guests will benefit from having an expert
Travel Director at the helm, supported by
charismatic local guides along the way,
PREFACE
ready to share their local knowledge with
them and their new-found friends.
Trafalgar’s popular ‘Be My Guest’ feature,
giving travelers the unique opportunity to
dine at private family-owned businesses
and traditional working establishments,
is just one great example of a memorable
experience guests would find hard to
do by themselves. In tandem, it allows
us to remain a positive influence on the
destinations we visit, supporting the
communities who host us.
Trafalgar’s innovative At Leisure program,
which was launched in 2011, combines
the best of our hassle-free guided
vacations, with the freedom and flexibility
of an independent trip. Guests will enjoy
more free time to explore a destination,
longer stays (2-3 nights on average), a
relaxed pace and special inclusions for
independent leisure pursuits, as well as
benefiting from the renowned experience
and insider knowledge of Trafalgar’s guides
and the service you provide as Travel
Directors that make a Trafalgar vacation
so memorable.
7
The TreadRight Foundation
Traveling with care
We believe looking after the places we visit should be part of everything
we do. That’s why we’re proud to be part of TreadRight. We helped
to establish TreadRight in 2008 (back then it was called The Travel
Corporation Conservation Foundation) to help us look after the places
and people we visit – and protect them for future generations and
Trafalgar guests.
Q&A’s SECTION
2. Does TreadRight make money?
1. What is TreadRight?
TreadRight isn’t about making money. It’s
about making a difference.
It’s a joint initiative by all brands in The Travel
Corporation family. Ultimately, TreadRight is
the groups central hub for all CSR (corporate
social responsibility) initiatives.
Here are just some of the things
TreadRight does:
•Manages grants for sustainable
tourism projects
•Helps us lead our industry by supporting
the World Travel & Tourism Council’s
(WTTC) Tourism for Tomorrow Awards
and Hotel Carbon Management
Initiative, and The Travel Foundation’s
Guide to Sustainable River Cruising
•Helps us select and manage
project partnerships
•Gives us the tools and resources needed
to share the work of TreadRight with
guests, partners and the trade
•Guides us on integrating the principals
of sustainable tourism into what we do
every day
8
It’s registered in Switzerland as a not-forprofit foundation. We don’t take donations
from our guests or outside companies for
TreadRight – it’s fully funded by The Travel
Corporation’s brands, whose contributions
directly fund projects.
Even admin costs are kept to a minimum
– thanks to free use of The Travel
Corporation’s office space and marketing,
design and technical support.
TreadRight has donated
more than US$1.5 million
to worldwide projects
to date
PREFACE
3. How does TreadRight make a
difference?
4. How can you help?
All the projects we support focus on caring
for destinations:
This means you’re best placed to tell our
guests all about our work with TreadRight
and The National Trust – and to help
them travel with more care.
•We are protecting the penguins of
Australia’s Victoria coast
•We’re helping rebuild Vernazza, an Italian
city devastated by landslides in 2011
•We’re supporting the conservation of the
Mesoamerican Reef Ecoregion
The list is too long for this guide,
but you can discover them all at
http://treadright.org/content/projects
TreadRight also helps Trafalgar in our work
with The National Trust, which preserves
and protects coastline, countryside and
buildings in England, Wales and Northern
Ireland.
With your help, we’ve supported their
work at The Giant’s Causeway in Northern
Ireland and their appeal to safeguard the
iconic White Cliffs of Dover, two of several
National Trust sites our guests visit.
You’re our ‘eyes and ears’ on the ground.
And it means you may have seen projects
on your travels that TreadRight could
support.
We’d love to hear your ideas, just email
[email protected] – we can’t guarantee
we’ll be able to support every project (as it
depends on the funding cycle and criteria),
but we’re eager to hear your ideas.
You can also help our guests travel
responsibly – by sharing the tips shown at
http://www.treadright.org/content/doyour-bit
Want to know more?
Visit treadright.org and
facebook.com/treadright.
Or get in touch with us at
http://treadright.org/content/contact-us
The GRAND CANYON:
Each year, 20 members of our team
take part in the Grand Canyon
Conservation Day, volunteering to
restore native vegetation in a select are
of the park.
TreadRight and Trafalgar partner with
Tourism Cares to ensure that this
stunning site is preserved for future
generations.
PREFACE
9
Contents
Preface
The Brand
1. THE TRAFALGAR BRAND 2-9
15 - 40
16
2. SHARING THE TRAFALGAR BRAND WITH OUR GUEST
18
The guest comes first
18
Insider experiences
19
Trafalgar’s brands
20
Tools32
On-board brand touchpoints
33
Social media: facebook and twitter
36
Service
41 – 107
1. THE CUSTOMER EXPERIENCE 42
2. COre values and beliefs
Key performance indicators (KPIs) 49
49
3. SERVICE RECOVERY
Service recovery matrix
52
54
4. DEALING WITH SENSITIVE ISSUES WHILE ON TOUR Argumentative/aggressive guests Non-english speaking/non-communicative guests
Motion sickness/guests refusing to five up the front seat
Guests with hygiene issues
Body odor
Memory loss Accusations of sexual harassment/assault
Dealing with a death
Useful Info
Insurance
Bed bugs
Common transmittable illnesses
59
59
59
60
61
61
62
62
63
64
64
65
67
5. selling
70
6. dealing with disability
73
7. cultural awareness 75
CONTENTS
Operations
109 - 154
1. company overview
Organization charts
Sister company profile
110
110
111
2. operations team
Operations office hours and contacts
Extensions and cell phone contacts
Operations emergency contacts
Providing feedback to the operations department
Trafalgar travel director support team
112
112
114
117
119
120
3. General policies & procedures
Travel director code of conduct
Motorcoach & driver guidelines and operating procedures
Coach standards and livery
Driver requests Driver meals
Farewell dinners
Water on coaches
Uniforms
Multiple/”dupe” departures
Guest gratuities to travel director and driver
Gratuities for included services
Prepaid gratuities to TD and driver
Travel agents/staff of board & optional discounts
Travel agents - experience a guided vacation
Travel writers/journalists on board
Children on board
Groups on boards
Secret shopper
Per diem and phone allowance
Travel expense (Canada only)
TD credit cards (US only)
TD floats and bank deposits (Canada only)
122
122
122
122
123
123
124
124
124
125
125
125
125
126
126
126
126
126
126
127
127
127
127
4. before your guided vacation
Pre-night accommodations
Travel director trip positioning
Transfers to/from start and end cities
Lodging Weboffice
TD files on weboffice
Season supplies
Parks pass and BC ferry card (Western Canada only)
TD brief packs
Branded extra collateral for vacations
Express check-in
Pre-trip briefings
128
128
128
128
129
129
129
129
130
130
130
131
131
CONTENTS
Contents
Operations
109 - 154
5. on the road procedures
Welcome desk requirements
Welcome letters
Welcome receptions
First day impressions First day talk
Morning of day 2 non-negotiables
Itinerary leaflets (A3s/red & white)
Luggage pulls at hotels
Required over the road forms
Music and movies on the coach
Lunch stops
Coach sundries
Modular vacations
Included guest meals
Vox audio headsets
Optional excursions
AAA promotions - $40 optional credit vouchers
Selling and collecting payment for optional excursions
CTQs (customer and tour questionnaire)
Kids’ CTQ - family experience guided vacations only
132
132
132
132
133
134
134
134
135
135
135
135
136
136
136
137
137
137
138
138
139
6. EMERGENCY procedures
Representing the company
General illness
Fatalities
Missing guests Coach emergencies
7. Finishing your guided vacation
Actionable items
Accounting items
Debrief
140
140
140
141
141
141
8. Frequently asked questions
9. shadow tours
Travel director trainer
Travel director trainee
TD mentorship
144
10. TD appraisals
Core competencies and KPI
USA and Canada awards of the year award
150
152
152
143
143
143
143
146
146
147
149
CONTENTS
Operations
109 - 154
11. TD allocations
153
12. off season participation
Focus meetings
Sales events
Research and development/technical itinerary development
154
154
154
154
Operations Appendix
155 - 165
Welcome reception delivery brief
156
First day talk
160
Trafalgar welcome and safety video transcription 164
CONTENTS
14
The Brand
Here’s the story
behind the Trafalgar
brand – sharing what
we stand for and our
promise to our guests
We’re Trafalgar – this is
who we are
15
1
The Trafalgar Brand
What it is and why it’s important
Why is a ‘brand’ important?
A brand isn’t just a logo. Or a strapline. Or
a color. It’s what makes one company stand
out against its competitors.
you’ve ever told. It’s giving an extra tidbit
of information that makes them feel the ‘ah
ha’ moment. And it’s making it look natural
and effortless while you do it.
It’s the personality of a company – compare
Virgin Atlantic’s sassy ‘cool kid’ image to
British Airways ‘business-like’ persona.
What we do
It’s easy to understand when you imagine
a brand as a person. It’s what they look
like, how they speak and how they act.
And when that person suddenly does
something out of character, it jars.
Our itineraries are carefully crafted
so guests experience the very heart of
a destination.
If a company doesn’t meet its brand
promise and customers don’t get what they
think they’ve bought into, at best they’re
disappointed – at worst they won’t come
back for more.
Our brand promise is central to all
our products.
Sometimes they feature a town that’s off
the well-trodden route. Sometimes it’s
a different aspect that’s brought to life
in a well-known destination, perhaps a
landmark only locals know – that’s a real
Hidden Treasure.
What is the Trafalgar brand?
Our extra touches have been developed to
weave in plenty of unique ‘local’ moments.
We promise to be ‘the friend our guests
would want in every destination’, giving an
authentic local experience and showing
the world from the inside. And we promise
to do this better than any other guided
vacation company.
These are those things that make it onto
postcards. They’re the experiences they’ll
recount to friends and family. They’re the
tastes, smells or sounds that take them
back every time the photo album
comes out.
This promise comes across in everything
we do – from our communications (what
we say) to our products (what we do).
Every guided vacation includes a mixture
of local touches. These include time spent
with carefully chosen Local Guides and
Local Experts. They include exclusive
dining experiences, like lunch with a local
farmer or dinner at a family-owned winery.
And they include one-off sightseeing
opportunities, from VIP entry to major
sights to local specialty trips to places
as varied as Western dude ranches to
Canadian marketplaces.
What we say
Our promises of being an insider and
friend on our guests’ vacations can only be
delivered by our Travel Directors.
It’s not enough to simply deliver our crafted
itineraries by rote. The best feedback comes
to those Travel Directors who tailor their
trips, working to add personal touches for
each and every guest.
It’s remembering the things they’ve said
they’re interested in and thinking of ways
to connect the guest to them. It’s going ‘off
script’ to suit a unique moment. It’s sharing
your stories as if they’re the first person
16
The trick is filling our guests’ vacations with
these little moments they could only have
experienced on a Trafalgar trip.
THE BRAND
Our past guests
Getting the brand out there
The value of a repeat guest to Trafalgar
is immeasurable. These VIP guests have
decided to visit the Trafalgar Experience
and we rely on you to make sure that they
are welcomed back and acknowledged in
just the right way. In order to make this a
more personal experience, we ask that you
use the allocated budget to purchase a
small and personal gift which is authentic
to the region and easily transported by
its recipient.
We connect with guests many times on
their Trafalgar journey: not just on the road,
but from before their trips start until after
they end. Brochures, website, booking
documents, emails: we work hard behind
the scenes on our communications to
ensure every experience with the brand is
positive, informative and exciting.
But you’re the biggest part of our guests’
brand experience. That’s because you’re
the only one-to-one contact our guests
have with us. You’re the face of the vacation
they’ve chosen. You’re the insider they’ll
remember. And you’re the one that turns
our brand into a personality. That’s a big
responsibility.
Before booking
(brochures, web,
social media,
adverts, etc)
Post-trip
(follow-up emails,
promotions, social
media, etc)
Pre-trip
(trip documentation,
email tips, etc)
On-trip
(Travel Director
and other onboard
communications,
etc)
THE BRAND
17
2
Sharing the Trafalgar brand
with our guests
The guest comes first
If you’re a seasoned Travel Director already, you’ll know our guests are a varied bunch.
Every group you lead is filled with guests of different ages, from different countries
and with different cultural references and different expectations. And you need to
manage this.
We need you to bring the Trafalgar experience to life – and make it relevant to the different
individuals on your trips.
This is something we’re proud of our Travel Directors being able to deliver. The feedback
from our guests shows it’s this ‘personal touch’ that makes a difference to their vacation.
Cory Friend was a treasure. Her management skills were
superior especially since our group was so diverse
Joseph and Debra Cataldi, USA
It’s no surprise that the best on-road experiences create the happiest guests – and that
happy guests are more likely to stay loyal to our brand, to book more optional excursions
and to join us on more Trafalgar experiences around the world year after year.
Jessica was exceptional in all areas: care of clients,
knowledge, keeping us informed, and great personality. The
perfect guide for our vacation
Wendy and Barry Stevenson, Australia
18
THE BRAND
Insider Experiences
We promise to give our guests a ‘local’ experience they can’t get any other way. But how
do we deliver this?
You are a Trafalgar insider. And we rely on you to add your personal ‘insider’ take, at every
point of their vacation.
Joseph was an outstanding Travel Director. He was
very knowledgeable, organized, and fun. We would
definitely travel with Trafalgar again
Katherine, Virawat & Tiffany Thavisin, USA
Visiting the workshop of artisan glassblowers. Tucking into lunch in a local’s farmhouse
kitchen. Being taken off the tourist trail by a local. We’ve built a collection of ‘tools’ to help
you provide the authentic Insider Experience we promise.
Local Guides
Local Specialties
Passionate Local Guides entertain and
enlighten with stories of their hometown and
local traditions, taking a typical sightseeing
experience to a whole new dimension.
Guests will see locals at work, learn about
the history of their craft and often sample
their wares on visits to places such as olive
mills, glassblowing workshops
and wineries.
Local Experts
Local Experts provide fascinating insights
into local cultures and landscapes with
their specialized knowledge in a
particular destination.
Be My Guest
It’s an exclusive invitation to meet and
dine with locals. Guests are welcomed into
family homes, working farms and unique
venues to enjoy amazing regional food and
wines prepared by their hosts.
Unique Insights
Give a real sense of culture with visits to
places unique to a particular area, like the
Mob Museum in Las Vegas, the Cable Car
Museum in San Francisco, and a Curling
Club in Vancouver.
Hidden Treasures
You’ll surprise guests with sights and
experiences away from the usual tourist
path, by sharing your unique local
knowledge and stories of little Hidden
Treasures on every itinerary.
THE BRAND
19
2
Sharing the Trafalgar brand
with our guests continued
Trafalgar’s brands
To help our guests find the right trip for them, we’ve split our Trafalgar experiences and
itineraries into five categories, each brought to life by you, our expert Travel Directors:
1: First Class: Regional & Discovery
4: Hawaiian Time
As our ‘hero’ product, our First Class
itineraries combine our best quality
accommodation and sightseeing enhanced
by Insider Experiences:
These itineraries allow guests to
experience the delightfully slow pace of
island life:
•Well located hotels (First Class or better)
•Authentic dining including a Welcome
Reception, selected dinners and
speciality meals (BMG, Highlight
Dinners), Farewell Dinners
•Feature-packed itineraries with many
must-see sights included and plenty of
unique Insider Experiences
•Award-winning
2: Family Experiences
These itineraries help families discover the
world together:
•Carefully selected family-friendly hotels,
transport and dining
•Activities mix education, action and fun
with authentic insider twist
•Created for families of all ages and styles
3: At Leisure
With a more relaxed pace, these itineraries
offer even more freedom:
•2 to 3 nights (average) at each location
•L ate starts – no earlier than 9am on
most travelling days
•More flexibility and free time to explore
each destination
•In-depth and independent sightseeing
20
•Feature all of the main sights &
attractions such as Pearl Harbor
•Have exclusive insider experiences and
loads of island activities available
•Visit Oahu, Maui, Hawaii & Kauai
5: Taste of North America
For culinary enthusiasts, these vacations
are filled with a variety of gastronomic
features unique to region:
•San Francisco & Wine Country Delights
•Wonders & Flavors of the Golden State
•Tastes & Sounds of the South
•New York Zest & New England’s Best
Our promises of
being an insider
and friend on our
guests’ vacations
can only be
delivered by our
Travel Directors.
THE BRAND
THE BRAND
21
2
Sharing the Trafalgar brand
with our guests continued
BE MY GUEST
TOUCH POINT
What should the
guest feel when
experiencing this
touch point?
Answer
A truly authentic
and personal
experience, allowing
guests to feel
immersed in the
environment in a
relaxed atmosphere.
Meeting real locals,
guests are able to
ask them questions
to learn more about
their way of life.
The Travel Director
must check that the
Be My Guest meets
the criteria opposite
and must report in
the end of trip report
accordingly.
DEFINITION
WHAT IT IS NOT
• A warm welcome by the local host,
they must interact with the guests
to further enhance the experience,
to connect them to the true essence
of the region. Note – hosts could be
owners, winemakers, farmers, and
families, etc. These hosts may not
speak much English, and TD may
need to act as a translator.
• It is not an
experience
accessible to other
travellers at the same
time and has to be
an exclusive use
situation for Trafalgar
guests at that time.
• Be My Guest is a dining experience
that gives the guests an opportunity
to savour amazing, authentic regional
dishes prepared by the hosts.
• The experience provided at
the venue must be exclusive to
Trafalgar guests at the time.
• Entertaining cultural experience by
interacting with the local people
from the region .
• The menu should consist of fresh,
locally sourced produce and seasonal
ingredients. 2 glasses of wine, 2 beers
or 2 soft drinks to be provided.
• It is not a quick
dinner and leave
– it is a dining
experience with
special attention
given to the hosts
and their story.
• The BMG hosts must
not leave the group
to eat alone – they
must engage in the
experience.
• In 2013, some BMG experiences
will see Trafalgar’s guests receive
a takeaway piece from their BMG
experience such as a printed menu
recapping their BMG experience. In
2014 product, this will be a standard.
REGIONAL EXAMPLES
• St. Louis, Missouri, USA - Guests meet ASAP, an award-winning BBQ team on Route 66
and indulge in grill favorites such as pork, chicken & beef before making their own BBQ
sauce.
• Portland, Oregon, USA – Guests explore the Live Laugh Love glassblowing studio
where dinner is served overlooking the workshop where master artisans perform their
craft.
• Niagara Falls, Ontario, Canada – Guests visit Vineland Estates Winery and enjoy a tour
of the grounds complete with tastings, including ice wine, a specialty of the region,
then enjoy a private dinner overlooking the vineyards.
22
THE BRAND
LOCAL SPECIALTY
TOUCH POINT
DEFINITION
What should the guest
feel when experiencing
this touch point?
• Local Specialties should be
representative of the locales
visited and typical of the regions.
Answer
Feel privileged to
have witnessed and
enlightened to have
learnt about the
local speciality they
have been shown or
taken part in making.
Feel like an ‘Insider’
– I never would have
experienced this on
my own.
• They should be interactive and
sensorial –observing locals at
work and taking part in hands-on
activities.
The Travel Director must
check that the Local
Speciality meets the
criteria opposite and must
report in the end of trip
report accordingly.
WHAT IT IS NOT
• Products that are
not typical to the
region/locale.
• Local environment – warehouse,
factory, open-air workshop,
studio, farm, where crafts/
products are manufactured.
• Please note that tasting of
anything but wine is qualified
as a Local Specialty – whisky,
bourbon, cider, mead, beer, etc.
REGIONAL EXAMPLES
• Tennessee, USA – Jack Daniel’s Distillery where guests will tour the facility and learn
about its historic production.
• Massachusetts, USA – Visit AD Makepeace Cranberry Company, the largest cranberry
grower in the world, and learn how these delicious fruits are grown and harvested in
“cranberry bogs.”
• Alaska, USA – Learn about birch bowls during a visit to Fairbanks workshop where
artisans carve these unique bowls out of sustainably harvested Alaskan birch.
THE BRAND
23
2
Sharing the Trafalgar brand
with our guests continued
HIDDEN TREASURE
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
An ‘ahhh’ moment.
The Travel Director must
check that the Hidden
Treasure meets the criteria
opposite and must report
in the end of trip report
accordingly.
DEFINITION
• Surprise sights and
experiences revealed by your
Travel Director away from the
usual tourist path.
• The moment must add
emotional value to their
vacation experience and
become a found memory in
their vacation.
• There should be a story
behind it that builds the
guests anticipation of what this
Hidden Treasure might be.
WHAT IT IS NOT
• A common tourist
attraction that can be
easily found.
• It is not something
that is experienced
with other tourist
groups present.
• An experience that
fails to exceed the
guests’ expectations
leaving them feeling
short changed and
disappointed.
• The guest should feel
privileged, special and
appreciate that this was
something they would not have
known about or discovered if
travelling on their own, or with
a competitor.
REGIONAL EXAMPLES
• Rapid City, South Dakota - This city that serves as the gateway to a famous shrine to
American history also holds a piece of international history: a small section of the
Berlin Wall.
• Boston, Massachusetts - Acorn Street is a out of the way, picturesque lane that has
preserved the early look and feel of Beacon Hill.
• San Francisco, California - Balmy Alley features interesting murals painted in
grassroots fashion over the last several decades.
24
THE BRAND
UNIQUE INSIGHT
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
To create a special
memory delivered by
the Travel Director.
To tell a story which will
be factual, interesting
and informative.
The Travel Director must
check that the Unique
Insight meets the criteria
opposite and must report
in the end of trip report
accordingly.
DEFINITION
• An iconic or unique sight or
venue, it highlights an historic
feature of a region taking
you deeper into the local
landscape.
• Unique Insights give a
real sense of culture and a
different perspective which are
distinctive to the area you are
visiting.
• By sharing the insight, it
allows guests to get a deeper
understanding of the soul of
the destination.
WHAT IT IS NOT
• Should not be an
obvious sight to see –
it should be a little
more difficult to find
or an unusual, unique
or personal story to
tell behind a more
iconic sight.
• A place commonly
used by travel
competitors.
REGIONAL EXAMPLES
• Las Vegas, Nevada – visit the Mob Museum where you learn the truth and nothing but
the truth about the origins of Sin City.
• Vancouver, BC - visit a local ice rink and learn about the Canadian sport of Curling.
• San Francisco. California - At the Cable Car Museum, learn about the history of the
nation’s only moving National Historic Landmark.
THE BRAND
25
2
Sharing the Trafalgar brand
with our guests continued
LOCAL EXPERT
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
The guests feel
enlightened and
inspired when listening
and learning from the
Local Expert.
The Travel Director must
check that the Local
Expert meets the criteria
opposite and must report
in the end of trip report
accordingly.
DEFINITION
• Local Experts can range
from an interpretive guide,
indigenous storyteller,
naturalist, geologist and
historian.
WHAT IT IS NOT
• Not the Travel Director
or regular Local Guide.
• They enrich the guests
travel experience by sharing
fascinating insights, based on
their specialist knowledge.
• With their in-depth knowledge,
Local Experts provide a far
more focused single element of
the local environment.
• The local experts are proud to
explain the process, history or
culture, with a willingness to
answer questions for a deeper
clearer understanding of the
region and its heritage.
REGIONAL EXAMPLES
• Granc Canyon, Arizona: Geologist will educate during a rim-side talk on the geology
and formation of the Grand Canyon while sharing rock samples from one of the
world’s 7 Natural Wonders.
• North Conway, New Hampshire - A local naturalist gives a presentation on the
ecology of New Hampshire’s forests and mountains.
26
THE BRAND
LOCAL GUIDE
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
To entertain the guests
with their breadth of
knowledge, emotion
and passion by
telling the real story,
generating the feeling
that they were actually
there, making history
come alive.
The Travel Director must
check that the Local
Guide meets the criteria
opposite and must report
in the end of trip report
accordingly.
THE BRAND
DEFINITION
• Passionate Local Guides
will delve deeper into the
specifics and granular detail
of a particular location or
experience.
• They share their passion and
personal local knowledge to
build on the base introduction
given by the Travel Director.
WHAT IT IS NOT
• Not the Travel Director.
• Don’t talk at the
guests using a
standard ‘script’.
• An impersonal,
generic experience
without warmth or
acknowledgement of
Trafalgar guests.
• Local Guide should
be entertaining and
knowledgeable, who will share
stories of their hometown,
local traditions and unique
sightseeing.
• The Local Guide will engage
guests to keep them involved
and interested.
27
2
Sharing the Trafalgar brand
with our guests continued
WELCOME RECEPTION
TOUCH POINT
DEFINITION
What should the guest
feel when experiencing
this touch point?
• An occasion for the guests
and Travel Director to become
acquainted with one another.
Answer
Guests feel excited,
re-assured that they
have made the right
decision about choosing
to travel with Trafalgar.
• To accelerate the “getting to
know fellow travellers”.
The Travel Director must
check that Welcome
Reception meets the
criteria opposite and must
report in the end of trip
report accordingly.
• In 2013, we are working towards
providing an intimate feel of
a private cocktail reception
with enough room to enable
guests to mingle, at regular
tables, table tops as well as soft
furniture. This will be consistent
for 2014 season.
• TD to be easily heard by all
when making the Welcome
speech, which should not last
more than 15 minutes.
• A local beverage, beer, wine
(preferably local beer or wine
if possible) or soft drinks and
regional snacks and appetizers
are included.
28
WHAT IT IS NOT
• It is not a time to
be briefed on the
itinerary and logistics
for the days ahead
(except essential
information for the
following day).
• A formal dinner
with no opportunity
to mingle.
• No chairs lined up in a
conference/ meeting
room ready for a
presentation.
• It is not an opportunity
to sell the optional
excursions for the
whole trip (selling
optional excursion
for following day is
permitted).
THE BRAND
HIGHLIGHT DINNER
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
A special treat – giving
Trafalgar’s guests
‘bragging rights’ they
can go home and tell
all their friends all
about it.
The Travel Director must
check that Highlight
Dinner meets the criteria
opposite and must report
in the end of trip report
accordingly.
DEFINITION
• A local restaurant of the
region offering a ‘unique’ or
‘authentic’ venue, or a venue
with points of local interest.
• The location of the venue in an
environment benefitting from
a beautiful view or interesting
architecture or special people
or local entertainment.
• O ffering great service, a great
atmosphere and an appetizing
authentic menu including local,
good quality wine (2 glasses of
wine, 2 beers or 2 soft drinks to
be provided).
WHAT IT IS NOT
• When at local
restaurants, we
categorically do not
want Trafalgar’s guests
to be accommodated
in private/group style
rooms or huge long
impersonal tables.
• A standard restaurant
without any added
value such as special
features, environment
or talking points.
REGIONAL EXAMPLES
• Palm Springs, California - Ride the Palm Springs aerial tramway to the top of Mt. San
Jacinto where dinner is served overlooking the city below.
• New Orleans, Louisiana - a Creole cooking class gives guests the chance to learn the
secrets of Southern cooking and then enjoy the fruits of their labor.
THE BRAND
29
2
Sharing the Trafalgar brand
with our guests continued
FAREWELL DINNER
TOUCH POINT
DEFINITION
WHAT IT IS NOT
What should the guest
feel when experiencing
this touch point?
• The chosen venue should be
conducive to social interaction
and guests should be able to
chat and communicate easily.
• Farewell Dinners
should never be
served at the hotel
(with minor exceptions
where Product
team has approved
otherwise).
Answer
End their trip ‘on
a high’ with a big
smile of thanks
and appreciation.
Reaffirming, at the final
point of the trip, that
Trafalgar was the right
choice and delivered
over and above on their
vacation experience.
The Travel Director must
check that Farewell
Dinner meets the criteria
opposite and must report
in the end of trip report
accordingly.
• A venue typical of the region
and in an environment which
enables the group to end their
vacation ‘on a high’.
• An authentic, regional menu
with beverages is to be
provided. 2 glasses of wine,
2 beers or 2 soft drinks to
be provided.
• On shorter itineraries of 8 days
or less duration the BMG may
be used for the Farewell Dinner
on the final night.
• The TD will distribute the
Group Photo in its folder, in
conjunction with the ‘Staying in
touch’ sheet (with passengers
details/email addresses).
REGIONAL EXAMPLES
• Napa, California - Guests join their traveling companions on board the famous Napa
Valley Wine Train for a final hoorah.
• Spokane, Washington - dinner at the Steam Plant Grill gives the guest the chance to
explore a converted historic steam plant.
• Sonoma, California - at Ramekins, guests work together to create a delicious meal to
celebrate their vacation.
30
THE BRAND
THE BRAND
31
2
Sharing the Trafalgar brand
with our guests continued
Tools
For 2013, we’ve created new tools for you and your guests.
And we’ve refined some of our existing ones – making them
easier for you and more inspirational for your guests.
What’s new?
iPhone App
The Travel Corporation Flyer
We’re busy developing our iPhone app.
Due for launch in the last quarter of the
2013 season, it will be a nifty ‘travel journal’
tool – letting your guests pin photos, add
memories and share their trip on social
media. And we want you to join in, adding
comments and sharing with other guests.
Stay tuned for more information
mid-season.
Designed by Brett Tollman, this new six page
flyer presents our sister brands at The Travel
Corporation, to get guests thinking about
options for their next trip. For the full family
of brands and more information, you and
our guests can visit our recently updated
website TheTravelCorporation.com
On-board Magazine
We want to hear what your youngest
guests think of their Family Experience
trips. Just for children aged 12 and under,
this survey asks our young passengers
all about the food, fun and memories of
their family adventure. It will help us learn
what works and what doesn’t in our Family
Experiences itineraries.
In 2013, we’re trialling our new on-board
magazine. It will initially appear on coaches
in North America and Europe. A bit like
an airline inflight magazine, this piece is
designed to inspire guests and showcase
the breadth and diversity of Trafalgar’s
worldwide experiences’, getting guests
excited about future travel opportunities
with us.
Tote Bags
These new Trafalgar-branded goodies
are a little gift for your guests on North
American, European or UK vacations.
Brendan Vacation guests on Trafalgar trips
will receive the same style bag but it will be
Brendan-branded.
32
A Customer Trip Questionnaire (CTQ)
just for kids
Share your experiences
Share your on-the-road photos with us
and we’ll pay you US$25 for every one
we publish in marketing collateral or
brochures. More info to follow on how
you and our guests can get involved as
soon as this initiative is launched.
THE BRAND
What’s been refreshed?
Maps
We’re keeping our popular maps. But
they’ve now got a smart new design and
a handier size. We’ve also listened to your
suggestions and have created specific
regional versions to make them even more
detailed and relevant to our guests.
Customer Trip Questionnaire (CTQ)
We’ve revamped our CTQs for 2013, from
their cover design to the brand messaging,
making them more engaging and it easier for
guests to request one of our many brochures.
The questions on your performance
remain completely unchanged.
“What’s Coming Up” Day Sheets
We’ve created a document that allows you
to easily share daily timings and important
reminders and space for you to share your
‘insider’ knowledge – with a new ‘Insider
Tip of the day’ section. It could be a tip
about a great restaurant nearby, a one-off
event in the city that evening, or even a
simple tip like remembering to bring an
umbrella as the forecast predicts rain, it’s
up to you. This should be posted in the
coach daily.
What’s gone?
Past Guest red luggage tags
Kids’ Packs
My Journey Booklets
(don’t worry, we’re replacing these with our
new on-board magazine and will now offer
more regional maps)
THE BRAND
On-board brand touchpoints
We have identified some key brand
touchpoints all our guests should
experience on their vacation.
This isn’t about taking away from your own
personality or individual style – these are
additional elements every trip should include
to build consistent service delivery. No
matter where they travel in the world, over
time, all our guests will come to recognize
them as part of every Trafalgar trip.
• Dressing to impress – and wearing your
company name badge
• Welcome reception
• First day talk
• Using Express Check-in details
• Acknowledging our Brendan and Grand
European Guests
• Playing our safety DVD
• Seat rotation
• On-board magazine and maps
• Guest name pins
• ‘Staying in Touch’ contact list of traveling
companions
• Frequent traveler acknowledgement
• Highlighting guided vacation advantages
subtly throughout trip
• Reaffirming guests’ choice of Trafalgar
subtly throughout trip
• Adapting commentary to your group
(remember to finish talking before they
stop listening)
• Music on the coach
• “What’s Coming Up” Daily sheets
• Be My Guest (if applicable)
• Hidden Treasures
• Optional Excursions from the authorized
venues on your itineraries (and guidance
for guests not taking optional excursions)
• Presenting the Group Photo (First Class
trip departures only)
• Playing Future Guided Vacations DVD a
few days before the trip ends and thanking
guests for choosing Trafalgar
33
2
Sharing the Trafalgar brand
with our guests continued
extra touchpoints
Past Guest Acknowledgement
The value of a repeat guest to Trafalgar
is immeasurable. These VIP guests have
decided to revisit the Trafalgar Experience
and we rely on you to ensure that they are
welcomed back and acknowledged in the
appropriate way. In order to make this a
more personal experience, we ask you to
use the allocated budget to purchase a
small and personal gift which is authentic
to the region and easily transported by the
recipient.
You will be able to identify past travelers
in your documentation. In order to avoid
missing a frequent traveler, please ensure
you double check your Express check-in
reports. The gift must be destination specific
and chosen carefully.
The small gift and personalized ‘Thank You’
card (given in your paperwork and similar to
the TT Birthday Cards) is from Gavin Tollman
and should be presented to clients either
when the entire group is present or at a time
you feel is suitable according to the type of
group you have.
have returned to us and wish him/her/them
another memorable guided vacation. We
would like to present you with a small note
and gift in gratitude of your patronage”
“Keeping you up to date” Cards
When leaving written messages with a
hotel, supplier, or guest these cards are a
professional, branded way to keep people
informed or deliver information.
Trafalgar Treats
Once per itinerary, the Travel Director
should surprise the guests with a snack
or drink. This treat should be local to the
area, and delivered unexpectedly, but
at a convenient time. This should not be
something complicated or expensive, but
it should be a refreshing surprise that will
reinforce the local flavors.
Please turn this into an event and make the
guest feel special – this is another tool to
ensure the Trafalgar brand is acknowledged
as being aspirational.
Suggested script:
Ladies and Gentleman I have a personal
message from Gavin Tollman, the President
and CEO of Trafalgar: “I want to thank
[guest names]for traveling again with
Trafalgar. We are honored that he/she/they
34
THE BRAND
PAST GUEST GIFT
TOUCH POINT
What should the guest
feel when experiencing
this touch point?
Answer
Surprised and
appreciative of the
acknowledgement of
traveling again with
Trafalgar
DEFINITION
WHAT IT IS NOT
• Unique small local gift
indicative of the region
• Manufactured plastic
tourist souvenir
• Preferably locally made
supporting sustainable tourism
for a local craftsman
• Something that can
be bought in other
regions in the world
• To be presented to Past Guests
along with Trafalgar Thank you
card along with Trafalgar Thank
you card at an appropriate
moment when entire group is
present and ideally has a drink
(i.e. Highlight Dinner)
• L arge, breakable,
perishable goods
REGIONAL EXAMPLES
• Cameron, Arizona - Navajo Dream Catchers
• Quebec City, Quebec - Maple syrup in a maple leaf shaped vessel.
• Yellowstone National Park - An elegant photo book featuring wildlife.
THE BRAND
35
2
Sharing the Trafalgar brand
with our guests continued
Social Media: Facebook and Twitter
Facebook and Twitter continue to offer great opportunities to inspire and engage our
guests. As Travel Directors, we need your assistance with answering guest questions and
posting your travel updates such as uploading photos from your trips. This will encourage
interaction, build guests’ confidence and engagement with our brand. As you are the
Insiders and forefront representatives of our brand, your wealth of knowledge and in-themoment updates will excite our guests before during and after their Trafalgar trip.
Through our social media channels we aim to:
Engage: Encourage interaction
Entertain: Be relevant and interesting
Educate: Teach our audience
Support: Help with questions or concerns
Crisis and Complaints
If you find a complaint on our social media channels or become aware of a crisis that
we should know about, please alert the global team at [email protected] as soon as
possible. Do not respond unless you have been authorized to do so.
Important Policies
•If you leave Trafalgar, the account and its followers become the property of Trafalgar.
•Personal social media accounts need to remain personal. Don’t discuss anything
Trafalgar related on your personal account. Re-tweets or sharing posts of Trafalgar
are allowed.
36
THE BRAND
Facebook: Like us at Facebook.com/TrafalgarTravel
Facebook continues to be our primary platform to build interaction with our guests, the
following are some guidelines of do’s and don’ts for you to follow:
Facebook – DO’s
Identify yourself as a Trafalgar Travel Director by either:
Signing off at the end, ie. ~ Brian, Travel Director
.
Like
Comment
Brian Tipa
On Trafalgar’s “Best of France”, in which town can step into the real lifeversion of
this Vincent Van Gogh painting? ~ Brian Tipa, Travel Director
OR create an account name that has Trafalgar in your name e.g Peter Trafalgar
Javier Trafalgar
Morocco is full of “Kodak Moments”.
Like . Comment
Respond to Questions
More often than not, you are the best people to answer questions or respond to
statements posted by our guests and prospective guests. Please do share your
insider knowledge and passion with them!
.
Like
Comment
Bethany Neiderhiser Snyder
I am going on the European Dream trip. I was wondering if anyone has been on this
trip or any similar Europe trip? I would love to hear about your experience I could not
find much onCommunity Forum?
John Sutton Hi Bethany, I am a travel director and I did one of these last year.
My guests really liked the experience because it packs a whole lot in just a
week, some of the real highlights ofeurope. You need to be prepared to get
up early ready for big day every day and have the energy to follow it through
and you will reap the reward. Gee, I sound like a personal trainer, but its true.
Get back to me if you want to know anything specific. John.
THE BRAND
37
2
Sharing the Trafalgar brand
with our guests continued
Facebook – DO’s
continued
Post photos during or after a trip
Current trip photos are fantastic and very welcome on the wall – please just
post only one at a time to avoid overloading the page. Try to make the photos as
interesting and appealing as you can. Always mention the name of the trip, when and
where the photo was taken.
Examples of photo captions:
John Trafalgar
I’m in Venice on the ‘Italian Holiday’ trip.
We like to show our guests how the real
Murano glass is made! ~
John, Travel Director
Sasha Trafalgar
Driving up the beautiful Northern
Californian coast.
Sandra Trafalgar
Norwegian Fjord pony. You can meet one
at our Be My Guest experience on ‘Scenic
Scandinavia’... and yes he knows he’s
handsome. ~ Sandra, Travel Director
Like . Comment
Encourage customer engagement
Encourage our guests to ‘like’ our Facebook page, upload trip photos and leave
a comment.
Facebook – DOn’Ts
Post more than 1 per day
ost your upcoming trip dates on the wall as a reach-out to guests on
P
your trip
Have internal discussions with other TD’s on the wall
Public conversations between TD’s can exclude guests and appears unprofessional.
Our wall is for prospective guests – we want them to feel welcomed and informed.
Be sarcastic or negative
Keep all photos and comments of a positive and upbeat nature. Please, no sarcasm
or ‘jokes’ at the expense of Trafalgar.
38
THE BRAND
TWITTER: Follow us at @TrafalgarTalk
Below are our Twitter guidelines for you to follow:
TWITTER – DO’s
Tweet photos from a trip. For example:
Be My Guest Dinner in Montana #Trafalgar
pic.twitter.com/GlGHcSoQ
JP_Trafalgar @JP_Trafalgar
A visit to Monument Valley. It’s like a movie set
out here @TrafalgarTalk #Trafalgar #travel
pic.twitter.com/w8EVr95S
Post trip updates. For example:
JP_Trafalgar @JP_Trafalgar
Our first Hidden Treasure #Trafalgar @TrafalgarUSA pic.twitter.com/YMSQ3ZOg
Post interesting facts/tips/suggestions about itineraries you specialize in
JP_Trafalgar @JP_Trafalgar
@TrafalgarTalk a hidden treasure on the Trailblazer. I won’t tell where it is! #travel #Trafalgar
pic.twitter.com/tj8wsVwt
THE BRAND
39
2
Sharing the Trafalgar brand
with our guests continued
TWITTER – DO’s
continued
Retweet global posts @TrafalgarTalk
Rae Townsend @rae_trafalgar
RT @TrafalgarTalk The #Perth team enjoying having our @TrafalgarCEO Gavin Tollman in town!
#excitingtimes pic.twitter.com/OY5Gnhpm
Encourage customer engagement
Encourage our guests to ‘follow us on twitter and to upload trip photos and leave
a comment.
TWITTER – DOn’Ts
Tweet inappropriate photos (e.g drunk, reckless behavior)
weet personal viewpoint/opinions that are not shared by the
T
Trafalgar brand
Creating Your Trafalgar Twitter Account:
Before creating any new official Trafalgar twitter account, email the Online Marketing team
at [email protected]. To keep the Trafalgar branded Twitter Travel Director accounts
uniformed, policies for naming accounts are as follows:
•@< Name>_ Trafalgar
-- E.g @JP_Trafalgar
JP Trafalgar @JP_Trafalgar
Check out a awesome 1 minute video about a Trafalgar Travel Director. Me!
m.youtube.com/#/watch?featur...
40
THE BRAND