Operations ManagerCore responsibilities

5. The relationship with the travel agent

How the relationship with the agent is maintained

  • When the trip file is assigned to an Operations Manager, the agent receives an email with the Operations Manager's name and the VDD. The Operations Manager is in copy.
  • The Operations Manager immediately sends the agent a standard greeting email: they introduce themselves, make clear that from that moment the agent deals with them, and recall the restaurant rule — VIT guarantees restaurant reservations only for trips of at least €5,000.
  • From that moment the Operations Manager manages the dialogue with the agent and communicates any changes to them.
VIT 4 TRAVELThe relationship with the agentIntroduce yourself right away and keep communication clear.01Assignmentof the fileThe agent receives an emailwith the OperationsManager’s name and the VDD.The Operations Manager is in copy.02ImmediateintroductionThe OM immediately sends thegreeting email: introducesthemselves and makes clearthey are now the contact.Recall the restaurant rule.03OngoingdialogueThe OM manages therelationship with the agentand communicates any changes.Clear, coordinated communication.Restaurant reservationsVIT guarantees them only for trips of at least €5,000.Substantial changesPropose, explain and wait forthe agent’s written approvalbefore changing anything.Keep changes lowIf several changes are needed,gather them into a single proposal.A “free” slot in our programme may already be taken by the traveller.

Draft of the greeting email:

Subject: Your clients' trip — [Client name], [travel dates]

Dear [Agent name],

I'm [Name], and I'll be looking after your clients' trip from now on. From today I'm your point of contact for this booking, so please write to me directly for anything you need.

A quick reminder about restaurants: VIT guarantees restaurant reservations only for trips with a minimum value of €5,000.

I look forward to working with you.

Best regards, [Name] Operations Manager, VIT 4 Travel

How changes are handled

  • Small adjustments (5, 10, 30 minutes earlier or later) are acceptable and do not require approval.
  • Substantial changes must be agreed with the agent. Example: the Vatican is not available at 9 but the afternoon is free — the move is proposed to the agent.
  • A "free" afternoon is free only from our point of view: the traveller may have booked something independently (a cooking class we don't see). Never assume a slot is available. Propose, explain and wait for the agent's written approval before making the change. Above all, keep the number of changes low.
VIT 4 TRAVELHow to handle changesA substantial change needs the agent’s written approval.Change neededSmall adjustments5, 10 or 30 minutes earlier or later.Go ahead without approvalSubstantial changesExample: moving a visit from the morning to the afternoon.01Propose and explainPresent the change and the reason to the agent.02Wait for written approvalThe agent’s confirmation must arrive before the change.03Make the changeOnly after approval.A “free” afternoon may not be free.The traveller may have booked things on their own or want to keep that time free.Keep the number of changes low.If several changes are needed, gather them into a single proposal to the agent.

Why a "free" afternoon is never really free

In TripMade we only see what the traveller has bought from us. We don't see the rest of their day. They may have booked something on their own — a cooking class, a dinner, a visit, a meeting — or they may have kept that time free on purpose, to rest or explore on their own, because the programme they bought was designed that way.

Moving a visit into a slot that looks empty to us may seem like a clean solution on paper, and instead make them lose something they cared about. This is why a change is never decided alone: it is proposed to the agent, the reason it is needed is explained, and their written confirmation is awaited. It is the agent who knows the client and can check.

Why keep the number of changes low

Every change has a cost, even when it is approved. For the agent, who has to go back to the client and explain. For the client, who sees their programme change. And for us, because every change is a point where an error can arise: a voucher not updated, a supplier left with the old time, a meeting point no longer aligned.

Many changes give the impression of a weak programme, even if each one is justified. If several changes are needed, they are gathered and proposed together, in a single communication to the agent, rather than one at a time.