Case Study
Division President
Travel Industry

The travel industry subsidiary of a Fortune 500 company incurred operating losses for five consecutive years, prompting the company to replace its Division President.

The company, with revenue of $20 million and 50,000 travel club memberships, was losing $500,000 annually.
The culture of fear and intimidation drove annual employee turnover to a staggering 315%.

Immediately changed the corporate culture to one of respect for all employees, allowing the rank-and-file to participate in open communications with management regarding operations.
Instituted a more aggressive bonus plan to improve online sales performance.
Negotiated more profitable contracts with key travel providers (cruise lines, airlines, hotels, and resorts).
Moved the marketing model away from mass marketing using TV advertising to generate calls toward product-specific marketing, generating a much higher rate of qualified sales leads.
Contractually partnered with America’s top travel club membership marketing company.

In less than 18 months:

Doubled annual revenue.
Increased the number of travel club memberships fivefold.
Took net operations from a $500,000 loss to annual profits of $500,000 to $1 million.
Reduced the employee turnover rate from 315% to 15%.
Became Carnival Cruise Line’s largest agency seller of cabins in the world.