“The Top-Down Approach Requires Change”

Susan George, in a conversation with Arun Budhiraja, national head - tourism planning, Ogilvy & Mather, discovers how the top-down approach towards sub-agents can be reversed

They are often regarded as being less important in the value chain. Viewed by IATA agents as mere ticket mongers, sub-agents have been labelled 'bucket shop' agents, and their work has been sidelined by many. But these agents out number IATA-accredited agents three fold, and their ability to get work done is undisputed. A bulk of the ticketing, as well as travel packages, especially in rural and semi-urban areas takes place with the sub-agent as the starting point. Are their services being adequately valued? What obligations do tourism boards have towards these agents. These are few questions that have been lately raised.

Arun Budhiraja, national head - tourism planning, Ogilvy & Mather, believes that it is imperative for State Tourism Boards (STBs) to acknowledge and encourage the work of sub-agents, while the sub-agents also need to undergo a metamorphosis. "The very term 'sub-agent' itself implies a top-down approach. There needs to be a shift of attitude - he is not a peddler of tickets." Expressed plainly, the sub-agent has the most extensive, one-to-one interaction with the end user and hence his knowledge base is irreplaceable. In a scenario where hotels, tourism boards, airlines and all other service providers are redesigning their act to cater to the specific needs of the customer, the sub-agent's input is invaluable. He is the closest to the customer and understands the mindset of the traveller, unlike big-name IATA-accredited agents who do not personally interact with the end user. Furthermore, when the customer contacts a travel agent, he is simply opting for someone who can get the work done and give him the best travel deal. If IATA accreditation has little significance to the customer, why does the hierarchy exist within the system, questions Budhiraja.

When questioned regarding the fact that what if in the final transaction, the customer is cheated and left high and dry?, Budhiraja asserts that in such cases, the consumers have several forums to redress their travel problems. Additionally, he points out that customers have no guarantee that an IATA-accredited agent will be fair. In either case, a consumer protection court is the ideal option for those who have been defeated by the system. It is also important for STBs to keep track of these agents, contends Budhiraja. He states that out-of-state tourists are using the services of sub-agents without a hint of hesitancy. In such a predicament, the services of sub-agents have a direct impact on tourism revenues and the tourists' perception of the state in its entirety. "The tourism development corporations should support sub-agents, qualify them and recognise their negotiating ability. I would term it 'co-marketing' or the ability to 'Think 360 degree'," explains Budhiraja. Including a list of agents on state tourism portals, would be the ideal starting point, he believes.

Using criteria like years of operation, track record, customer feedback and so forth, sub-agents within the state should be qualified and their contact information posted on the website. Support toward this vital segment can directly translate into boosting tourism revenue. Rethinking the 'them' versus 'us' approach, and setting the record straight about who really gets the work done, is the need of the hour.